global talent mobility

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Global Talent Mobility: Implications for Professional Recruiters Dave Nerz, President NPA, The Worldwide Recruiting Network www.NPAworldwide.com Sponsored by Main Sequence Technology, Vendor of

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A Short presentation on how global trends will change recruiting in the next 10 years.

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Page 1: GLOBAL TALENT MOBILITY

Global Talent Mobility:Implications for Professional Recruiters

Dave Nerz, President

NPA, The Worldwide Recruiting Networkwww.NPAworldwide.com

Sponsored by Main Sequence Technology, Vendor of

Page 2: GLOBAL TALENT MOBILITY

Global Talent Mobility

Elements:

Leaders and Organisations Demographics and Workers Trends and Practices Implications for Recruiting Your Questions

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Page 3: GLOBAL TALENT MOBILITY

Leaders and Organisations

97% of CEOs see Talent as the

Most Critical Factor for business growth

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Page 4: GLOBAL TALENT MOBILITY

Leaders and Organisations

100% of HR Managers and Recruiters agree!*

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Page 5: GLOBAL TALENT MOBILITY

Leaders and Organisations

*NOT A PROVEN FACT,

But a strong possibility …do you notice a disconnect somewhere

in the process?

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Page 6: GLOBAL TALENT MOBILITY

Leaders and Organisations

“…for organisations to be successful in the coming decade, a radical rethink of policy and processes may be required.”

From:PricewaterhouseCoopers pwc.com/managingpeople2020

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Page 7: GLOBAL TALENT MOBILITY

Leaders and Organisations Companies have Global Structures Global Brand = Global Company

▪ Accenture has 2000 back office workers in the Philippines▪ GE has 29,000 R&D and IT support workers in India▪ Intel has 5000 in chip design in India

This list could be virtually endless.

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Page 8: GLOBAL TALENT MOBILITY

Leaders and Organisations

UK Global Brands: Vodafone, Barclays, Burberry, BBC, British Airways, Jaguar, Rolls Royce Group….

Global Brand…Global Company

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Page 9: GLOBAL TALENT MOBILITY

Demographics and Workers

Major Demographic Shifts are Underway:

Emerging market growth is outpacing developed economies

Of the 30 most populated cities in the world in 1950, only 19 remain, and 11 new cities have emerged.

Cities are the “Core of Job Creating Energy” - Jim Clifton, Chairman of Gallup

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Page 10: GLOBAL TALENT MOBILITY

Demographics and Workers

Projected Largest Cities by 2025:

1. Tokyo2. Mumbai3. Delhi4. Dhaka - Bangladesh5. Sao Paulo6. Mexico City7. New York8. Kolkata - India9. Shanghai10. Karachi - Pakistan

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Page 11: GLOBAL TALENT MOBILITY

Demographics and Workers

Major Demographic Shifts are Underway:

Degreed professionals and experienced managers will be retiring in record numbers in the next 10 to 15 years.

There are not enough degreed graduates to replace the talent leaving.

Shortages of Critical Skills…Engineering, Scientists, Chemists, IT, Health

This is particularly true in much of Western Europe and in North America.

Talent will need to be resourced from outside of Europe and N. America. Sponsored by Main Sequence Technology,

Vendor of

Page 12: GLOBAL TALENT MOBILITY

Demographics and WorkersEmployees are changing their expectations:

Employees desire more flexibility of work hours and locations

Employees have become more comfortable with contingent work and a “freelancer’s” work arrangement…while many don’t prefer it, they have become accustomed to it.

Cultural fit within is key to employee tenure and success.

Employees will change jobs every 3 to 5 years.

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Page 13: GLOBAL TALENT MOBILITY

Trends and Practices

Mobility and Openness Abound Outsourcing is Mainstream Product and Project Lifecycles are

Shorter Employment is NOT a Lifetime Decision

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Page 14: GLOBAL TALENT MOBILITY

Trends and Practices

Mobility and Openness Rapid and Open Communication▪ Skype▪ Twitter▪ Facebook▪ SMS▪ IM

Cheap and convenient travel Immigration Regulations Align with Business Needs Contingent and Temporary Assignments Fewer Closed Societies

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Page 15: GLOBAL TALENT MOBILITY

Trends and Practices

Outsourcing is Mainstream Major Global Employers Large Numbers Core and Non-core Processes Countries and Companies have organized themselves to

service the needs of those outsourcing.

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Page 16: GLOBAL TALENT MOBILITY

Trends and Practices

Product and Project Lifecycles are Shorter and Employment is NOT a Lifetime Decision Employers need experienced teams to ramp up quickly

and then move on. Talent is not about the life of the employee, but rather

the life of the project/product. Employers want speed and effectiveness from teams

focused on defined timeline projects. Contract workers, Contingent worker, freelancers,

outsourced project teams and consultants preferable to a hire and release method of staffing.Sponsored by Main Sequence Technology,

Vendor of

Page 17: GLOBAL TALENT MOBILITY

Implications for Recruiting Talent shortages will be severe in the

years ahead particularly in technology, healthcare, accounting/finance, engineering and science.

Work can be done anywhere, anytime, in many ways.

Global connections will be required. Sophisticated, virtual, and global

candidate sourcing will be expected.

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Page 18: GLOBAL TALENT MOBILITY

Implications for Recruiting

Recruiters will increasingly be THE gateway to Global Talent

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Page 19: GLOBAL TALENT MOBILITY

What Recruiting Was… Local/Regional/National

Recruiters needed: Physical space and presence Face-to-face meetings with client and candidates Locally sourced talent as “desired and best”

As a result, clients had: Access to limited local talent pool The same talent moved/reshuffled

Recruiters operated by: Running print ads/web ads Posting on Job Boards Searching their private databases

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Page 20: GLOBAL TALENT MOBILITY

What Recruiting Will Be…bal Requirements

Recruiters will need: Comprehensive online impact A virtual workforce using remote connection tools Worldwide talent pool for many jobs

As a result, clients will get: A broad array of talent options Talent at a wide range of skills / skill levels / geography

Recruiters must plan for: Social networks that really connect talent Virtual relationships Operating a business in global markets Cross- cultural understanding of norms/customs/assessment

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Page 21: GLOBAL TALENT MOBILITY

Who Recruiters Are… Recruiters are Market Makers of Social Capital

Social capital deals with relationships and mutual expectations Social capital can be as important as financial and human capital

Recruiters are Ethnographers

Recruiters discover and analyze cultures Recruiters learn about history, language, ritual, symbols, and tacit meanings

Recruiters are Elite Salespeople

Switching jobs is among the highest-stakes of all sales situations Recruiters are experts at managing both the factual and emotional levels of

decision making Recruiting looks easy, but mastery takes time and is difficult to replicate

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Page 22: GLOBAL TALENT MOBILITY

Your Thoughts???

What will happen? ________________ ________________ ________________ ________________ ________________ ________________ ________________

Ways to leverage or profit?

________________ ________________ ________________ ________________ ________________ ________________ ________________

NPA, The Worldwide Recruiting Network www.npaworldwide.com

Sponsored by Main Sequence Technology, Vendor of