The National Hockey League playoffs start today, and it got me thinking how hockey recruiting and executive recruiting is similar. Just as hockey recruiters have lots to assess besides how a player can shoot the puck, executive recruiters have to look beyond job titles and resume bullet points to make sure their candidate will be a fit at their client company.
In the recruiting world, many recruiters say they only work one city, state, or region. They may have a set group of clients they work with in that area, but could be losing business without even knowing it. If you have a multinational client, or a large business you work with that is headquartered in your area but may have satellite office elsewhere, you should try to win their job reqs outside of your geography. You may not have candidates in that area, but it is quite possible you know someone, or can find someone, who does! Global recruiting can soon be in your wheelhouse. Read the rest of this entry »
As the Director of Membership at NPAworldwide, a recruitment network, I am often asked this question: So who runs this network? As a network that is member-owned and run, this is a multitiered question at best, and does not apply to every online network that you may find. However, here is the breakdown of what is happening behind the scenes at our specific split-placement network.
- Staff. Headquartered in Grand Rapids, MI, NPAworldwide has a staff of six employees in office, and one located in Brisbane, Australia who mirrors the work for the Australian members. They all work diligently to be reachable by members and enroll and train them to be successful in the network. In charge of membership, I personally qualify firms to determine if they meet the characteristics of being an NPAworldwide firm prior to submitting them for membership approval. A Training Director and Member Services Manager then take over new firm’s onboarding by showing them how to utilize the web-based sharing tool for posting candidates and positions, and how to build recruiter lists to start to form solid trading partners. This is an ongoing process throughout any membership, as we are constantly expanding the number of trading partners. Our global conferences and global networking meetings are all also planned at headquarters, in addition to the monthly trading group calls and other networking opportunities.
- Regional Directors, Managing Directors and Trading Group Chairs. As mentioned, this network is member owned and run, and the reason it has worked since 1956 is the volunteer and elected positions the members take. As an independent recruitment firm owner in NPAworldwide, you not only have the power to vote on changes in the network, but are able to be in leadership roles as well. Each region globally has a Director that oversees the region, or multiple regions, and works on being involved in bringing on quality firms, and then introducing them to trading partners in that region and being a resource as they begin their membership. The Trading Group chairs are responsible for organizing monthly trading group calls and regular communication regarding their particular niche, and exchanging industry topics and hot jobs/candidates with other members in that group.
- The Board of Directors. The top elected position in NPAworldwide is a seat on the Board of Directors, which governs the network and upholds the Bylaws and Operations. There is an election each year and firm owners can rotate onto the board. Since the network began in 1956, this has been the network’s strength in knowing how to best provide membership benefits for the network with direct feedback from the members themselves. This Board also is broken up across various committees, that along with staff, specifically focus on membership growth, retention, technology, and partnerships/sponsorships. The President of NPAworldwide here at headquarters is responsible in large part for implementing the Board’s direction and addressing concerns.
- The members. The network would not exist without over 400 firms and 1200 recruiters making split placements each and every single day. As an expectation of membership in a split placement network, engagement is essential for success. By posting open job requests and hot candidates, the sharing tool is able to help members grow revenue that would otherwise not be possible. Attendance at networking events, logging on to trading group calls, and connecting with many trading partners are the things we see from our top grossing members.
I came across an article on Recruiter.com titled Recruiting Internationally? Think Local, which resonated with me in many ways. One of the most compelling points was the idea that so many recruiters think differently about international recruiting as compared to local recruiting. It seems that many recruiters somehow think the recruiting PROCESS is different because the geography is different. While there are legitimate reasons why international recruiting may be more difficult than local recruiting, I don’t believe it’s because the process is wildly different.
It’s no secret that globalization is here to stay, and has created huge shifts in how/where employees are located. You may wonder how to get started in international recruiting if you are part of a small, independent recruiting firm (as opposed to a large multinational). The author of the article referenced above, Marie Larsen, points out that it is too easy to succumb to an overly broad approach:
“For instance, if we are to recruit a team in China, we often think, ‘OK, how do I find a candidate in China?’ When we recruit locally, we ask much better questions, for example, ‘I wonder if Professor Joe at Trinity College would recommend any of his most outstanding computer grads?’ The fundamental problem with international recruitment is that we approach the challenge broadly and abstractly.”
I completely agree with this assessment. Instead of tackling an international recruiting assignment with the same approach used for local job openings, it seems some recruiters shy away from their normal recruiting processes, perhaps thinking those processes won’t work for a global search. To maximize success, international recruiters must think locally. Here are some suggestions:
- Develop a network. Make sure you are building relationships with people, not just a list of names. Ask for referrals of other candidates, but also ask for the names of local competitors and universities that could be sources of additional candidates.
- Reach out to other international recruiting contacts in the market. Not only can they help you find candidates, they can be an invaluable source of information about the local culture and the ‘real’ job market. Try to learn where “birds of a feather flock together.” This could include local clubs, professional organizations, or online communities.
- Broaden your social media efforts to country-specific sites. Obviously LinkedIn, Facebook, and Twitter are hugely popular social media sites, but they aren’t the only ones. For example, have you checked out Orkut, which is quite popular in Brazil and India? There are other international social networks as well, so be sure you are considering a global audience with your social media messaging.
- Ask for help if you need to overcome a language barrier. Don’t rely on online translation services, which are notoriously inaccurate. If your international recruiting efforts lead you to a candidate population that speaks a different language, your best bet may be to strike up a partnership with a local recruiter. Working on a split-fee basis can help you find the candidates you need in a timely fashion, while overcoming cultural and linguistic obstacles.
Have you experienced success with international recruiting? Share your experiences below!
Recently, NPA, The Worldwide Recruiting Network conducted a member-owner meeting in Beijing. International recruiters attended the meeting from not only many countries in Asia but also from Australia and North America. The meeting agenda consisted of a combination of business, networking, and sightseeing opportunities.
While this meeting involved face-to-face communication, international recruiters must often communicate with clients and candidates via the telephone or online including through social media. How effective is social media usage in Asia Pacific? In March 2012, Alexander Mann Solutions and Chapman Consulting Group conducted an online survey of Asia Pacific recruiters regarding the impact of social media. Read on to learn about key findings:
Social Media Usage
- 84% of organizations use social media as a recruitment tool
- The type of social media used doesn’t change greatly between corporate usage and personal usage – 88% of organizations have a corporate profile on LinkedIn; 90% of recruiters use LinkedIn to recruit
- Singapore shows greatest appetite for a variety of social media channels, with over half using three or more channels
- Singapore / Hong Kong are more diverse in choice of social media channels, with recruiters choosing from a wider range of social media
How Recruiters Use Social Media
- Australia tends to focus on branding (80%) and sourcing (100%) activities, largely avoiding using social media to screen candidates
- Hong Kong / Singapore use social media to vet candidates (29% in Hong Kong, 39% in Singapore)
- Hong Kong / Singapore will exclude or reject candidates based on their social media profiles (14% Hong Kong, 17% Singapore, respondents from other countries typically won’t)
- China is not convinced of the long-term benefits and uses of social media in sourcing, featuring below the other countries in all uses of social media
One of the most important conclusions made at the end of the summary report involved the future of recruiting:
- While social media is an important component of recruitment, it’s clear that it is unlikely to replace ‘core’ recruitment activity – it will be an enhancement to certain areas, such as employer branding; and a method of driving effectiveness and efficiency in others, such as sourcing and screening.
Recruiters concerned about the time and effort required to effectively leverage social media should look towards ways of measuring the effectiveness of their activity via social media. Multiple measurement tools exist, and through measurement it is far easier to target which media and activity drive the best results. This in turn reduces non-essential activity, and ultimately reduces the time load on recruiters.
If you are an international recruiter, which social media tools do you find most useful?
To read the complete survey results, click here to obtain a copy of Social Media and Resourcing – The Impact of Social Media on Recruitment and HR in Asia Pacific.
To view an Infographic summarizing the usage of social media in recruitment and HR in Asia Pacific, click on the following line: