ecruitment at Intelligence Group ere and how to attract the best talent in the world? nch: September 18th 2012, Rotterdam
Recruitment at Intelligence GroupWhere and how to attract the best talent in the world?
Lunch: September 18th 2012, Rotterdam
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
[email protected]://www.intelligence-group.nl/en/home
“We had the globalization of trade, we had the globalization of capital, and now we have the globalization of talent.”
Agenda
• Introduction• Why recruit international?• Two international recruitment strategies• How to recruit the best talent in the world• Final word
Introduction
Ambitious to become the global leader in recruitment 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
Global recruitment intelligence
1. Global Talent Mapping-Insights where to find talent and how to recruit them most effective
2. Talent pool Insights- Talent and talent pool profiling
3. (local) Recruitment marketing intelligence- What defines local markets and how to recruit in these markets- Data for global recruitment strategy
4. 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 cities
6. Research based consultancy- Global insights and competitive intelligence to attract talent
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
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• …
People to work
Work to people
Local education
International traineeship
Global employer branding
Global recruitment strategy
Global
Local
Em
ploy
er B
ran
ding
Buy Make
Sourcing
Strategic choices
Choice depends on
• Business objectives • Time: short or long term, temporary or fixed• Numbers• Importance: ‘critical’ and ‘the best talent’
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
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How to recruit the best talent in the world (people to work)?
Step 0: Know your strategic choices
Step 1: Locate your talent
Step 2: Identify your talent
Step 3: Define your EVP’s
Step 4: Start recruiting
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Step 1: Locate your talentDefine your recruitment areas
1. One specific country
2. Two till five specific countries
3. > Five
4. The world
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Talent mapping
15
Interviews ATS analyses
Global Talent Barometer Web analytics (internal & external)
Analyses from het ATS (heatmap)
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Analyses from het ATS (heatmap)
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Analyses from het ATS (heatmap)
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Localise (globally)Master+ Bio with connections in NL
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Tehran Bangalore Athens Stockholm New Delhi London Shanghai Thessaloniki Pune Leuven Beijing Istanbul MadridDhaka Belgrade Chennai Uppsala Singapore Izmir…
Companies most in need of Master+Bio in NL:
1. VUmc 2. LUMC 3. Tennet 4. AkzoNobel 5. UMCU
22% of the demand comes from Leiden65% is living in the Randstad (Bio Science)
Source: Webanalytics en ATS gegevens geplot in een ‘heatmap’. Bewerking iG! 2012
Employer Brand IntelligenceCompany x
Are you where your talent is (gap-analysis)?How effective are your recruiting channels?How visible and attractive is your employer brand?
Step 2: Identify your talent
Numbers 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
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Reaching, attracting and actually movingGlobalTalentBarometer.com
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Integrate all data:Recruit the best talent in the world
Tehran Bangalore Athens Stockholm New Delhi London 0%
2%
4%
6%
8%
10%
12%
14%
16%
5%
9%
4%
2%
7%
6%
3%
0%
12%
3%
1%
5%
2%
1%
15%
3%
4%
1%
6%
2%
7%
6%
1%
6%
11%
1%
7%
2%
1%
4%
Hubs in the world Traffic on our site Applicants Hires Quality
Step 3 and 4: Recruitment strategy1. Who comprise your target group? WHO1. How mobile are your candidates? WHICH2. Where do they live? Where do they want to go to?
2. Why shall they choose you?3. Country marketing WHAT4. Employer branding WHAT
3. What is important in their search for a job?5. Job marketing WHY
4. Which recruitment channels do they use? WHERE6. Media strategy WHEN
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
Identify the target group
Target group: 73% of financial specialists is willing to work abroad.
- 93% from Belgium- 78% from Germany- 62% from Italy
Core 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.
Global Talent Mobility Survey© 2011, Intelligence Group
How popular is the Netherlands?
• 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)
Position of the Netherlands as indicated by potential candidates
Global Talent Mobility Survey© 2011, Intelligence Group
Type of international workers
Identify the target group
0%
10%
20%
30%
40%
50%
60%
10%
31%
52%
7%15%
55%
17%13%10%
37% 39%
14%
Belgium Germany Italy
Global Talent Mobility Survey© 2011, Intelligence Group
Country Marketing & Employer Branding
Better climate
Making change in the world
Bad economic situation in own country
Start up a new life
Meet new people/build a new network
Learn a new language
To have a better standard of living
Starting an international career
Get to know different cultures
Acquiring work experience
Challenging oneself
Better career opportunities
Opportunity to broaden experience
0 50 100 150 200 250
Italy
Germany
Belgium
Global Talent Mobility Survey© 2011, Intelligence Group
Job Marketing
Company has an expat program
Company pays for the relocation costs
Responsibility
Good reputation of the company (in my own country)
Fit with personal ideals
International orientation of the company
Location of the company (city, country)
Good opportunities to communicate in English
Good work/private life balance
Permanent Contract
Challenging job
Good working atmosphere
Good terms of employment/benefits
Good career opportunities
Good salary
0 50 100 150 200 250 300 350
Italy
Germany
Belgium
Global Talent Mobility Survey© 2011, Intelligence Group
Define your EVP’s
Belgium Germany Italy
Country Marketing
International hub
Many (job) opportunities
abroad Stable economy
Gateway to an international career
Better job perspective
USP's of the organisation
International organisation
In the proximity of Germany
Reliable
Expat program
Job Marketing
Responsibility Work/life balance Challenging job
Permanent contract Opportunities
Entice-me message
Start your international career
International career close to home country
Opportunities for a better life and
career
Global Talent Mobility Survey© 2011, Intelligence Group
Step 4: Recruiting
International media:
> active jobseeker, globally oriented
National/regional (domestic) media:
> passive jobseeker, nationally oriented
Global Talent Mobility Survey© 2011, Intelligence Group
Active jobseeker, globally oriented
Belgium Germany Italy
International 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 your homeland
4% 4% 9%
Embassy of your home country in the destination country or city
4% 4% 10%
Global Talent Mobility Survey© 2011, Intelligence Group
Passive 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%
Global Talent Mobility Survey© 2011, Intelligence Group
International, German jobseeker
Recruitment 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 parties
Recruitment 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
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
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