Planning for talent acquisition on a global basis

If an organisation is operating across borders HR encounters many additional challenges in global talent acquisition other than ones encountered in domestic environment. When its span of countries, distances, time zones, languages complexity tends to increase. The level of risk is also greater as it is difficult to control widely dispersed locations and cost of correcting problem can be very high.

Contractual and legal policies that impact employment are especially difficult to monitor in many countries in various parts of the world.

Another problem encountered is culture. Organisations openness and inclusive approach is also important factor.

Global strategies and plans must be aligned with organisational strategy, vision and mission. Organisations create their own unique strategic approaches in their quest for global talent based on variety of factors such as:

  1. Strategic plan: it is important to know organisations plan for introducing or taking off product, opening or closing facilities, entering new markets or developing new partners, introducing new changes, outsourcing, crowdsourcing etc while planning for global talent.

  2. Global integration versus local responsiveness strategy: centralized management with standardization across all global operations or decentralized approach promoting local decision-making. The approach taken determines the type of jobs needed in various global locations, influences the best way to get work done and shapes the requirement of team assembled to develop the plan.

  3. Orientation and talent staffing: depends whether the organisation is ethnocentric, polycentric, regiocentric or geocentric. Based on this some practices can promote globalization.

  4. Growth strategies: type of global expansion is another important aspect. Considering expansion, merger and acquisition, joint venture, greenfield operations, strategic alliance may have particular staffing needs.

  5. Maturity of the global location: expatriate are used for initial staffing, perhaps of a greenfield operation because local talent is not yet ready. Then later on local national increase with time.

  6. External factors: local culture and values, demographic trends, competition for local labour, compensation and benefit approaches, security, economic factor, political climate are also important factors determining global talent acquisition and management.

  7. Social responsibility: degree to which organization holds itself responsible for the social impact of its global approach affects approach to global staffing.

  8. Information technology: social media and online conferencing. Recruiting via social media facilities like Facebook, LinkedIn, connection between organisations and talent pools has great impact as it could be difficult to reach using traditional methods.

The challenges faced by a global organisation and a local organisation turning to global expansion is similar and can be dealt with careful planing.

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