There has been a dramatic shift in the search for talent over the past two decades, with notable recent invitations from France and Canada to professionals from America to relocate for work opportunities. International opportunities are driving job-specific and skill-specific labor pools to seek out the best positions around the world.
International labor migration figures have skyrocketed since 2000. This trend is supported by the natural social push for people to search for better opportunities in order to enjoy higher standards of living. I see it in my own family, starting with my great grandparents who moved across three continents over 50 years to find better jobs.
Tearing Down Old Walls And Silos
For years, organizational management has been governed by the rhetoric that calls for hiring employees from a common culture and, preferably, employees residing close to the workplace. However, in the quest for quality labor, organizations are now vying to attract talent from across the globe. Even my own business is investigating opportunities with the help of the U.S. Commercial Service for access to Singapore and Dubai as a direct result of requests made by authorities in these countries for what I do.
This notion of remaining in your own backyard and believing international business opportunities are for the bigger players is not always sound in today’s global market. Having performed work far from my home base, I have learned that if a market needs your skills and you can invest time and money at a level that you find acceptable, then the global market is an opportunity to be investigated.
At the organizational level, selecting talent from the global pool is like harvesting fruit from a tree. You have to know where to harvest the right skills from the right fields. It’s about picking the perfect fruit that will ensure the optimum experience while gaining the maximum value.
When hiring talent from a global pool of labor, firms are faced with two major challenges:
1. Managing the pool: For many organizations, managing a database of potential talent from across the world is a daunting task. To this end, most companies resort to hiring consultants to do it for them. However, the performance of external hiring service providers is questionable. While they do simplify the hiring process, their comprehension of the requirements and culture of diverse companies can significantly detract from the value they add.
2. Cross-cultural barriers: The word “culture” can pose numerous difficulties in hiring individuals from the global pool. The cultural barrier has several dimensions, such as language, work ethic, religion, and psychology. The immigration status of many technical, high-level candidates is a priority for multinational corporations.
Talent Development: Polishing The Diamond
There is a large divide between wishing to hire from the global pool of labor and actually making the idea work for a company. One can hire the most intelligent minds in the world and still have internal communication issues with the various end users. Look to IT, health care and the financial services sectors for multiple areas of a missed opportunity due to workers’ perceptions of each other.
A starting point for addressing this is to create a level of trust through experiential exercises, drawing out the perceived differences while making mental notes of the feelings that are realized once these emotions are expressed. Where do they come from? Are they justified? Are we at a stage of acknowledging them and letting go, or a stage of elevating?
Make International Hiring A Promising Company Practice
A company should adhere to the following steps to reap the maximum from its hiring efforts:
• Develop a one-point system: The one-point system is a software application that integrates and centralizes all the key aspects of managing your human resources. This streamlining tool is usually the responsibility of one unit. The benefits are multiple and allow for better management of employee engagement. An HR information system (HRIS) stores, processes and manages employee names, addresses, national IDs or Social Security numbers, visa or work permit information and employee dependent information. It also provides recruiting, the applicant and on-boarding tracking, time and attendance management, scheduled performance appraisals and retention and benefits administration. It may also include an employee assistance program (EAP), employee self-service functions and a certain level of ancillary support in such areas as accounting, legal and life event management. The system and related processes also take into consideration industrial relations, balancing of organizational practices in light of regulations, collective bargaining, and governmental laws.
• Administer a cultural behavior assessment: Hire people who can work proficiently among a diverse mix of nationalities. Utilize and analyze outcomes from four primary assessment techniques: a) clinical interview, b) assessment of intellectual functioning (IQ), c) personality assessment and d) behavioral assessment. You can also analyze feedback from other personality style assessments such as Caliper, Myers-Briggs and DISC Index.
• Create an integrated training program: This program should focus on the cultural ethics and social norms exhibited by your international hires. Because you are working with developed brains of people who want to be a part of what is being created, an experiential vetting process works best. Add a dash of play, and true personalities bubble to the surface. Strategic interventions can be used to help people to re-evaluate where their emotions stem from and how they wish to address them.
Hiring individuals from the global pool will add fresh insight to an organization. Those candidates who are picked at the right time will deliver value well beyond the investment made. Likewise, firms must devise effective strategies for achieving optimum uses for these candidates’ skills, while permitting them to make use of the newfound intellectual capital that breathes new life into businesses.
First seen in Forbes Coaches Council Sept 2017
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Ronald M. Allen