Going Global Practical Applications and Recommendations for HR and OD Professionals in the Global Workplace J-B SIOP Professional Practice Series by Kyle Lundby, Jeffrey Jolton and Allen I. Kraut_7 potx

Large organi-zations can follow two broad strategies when recruiting: formalizerecruiting processes across the organization, and leverage theinternal labor market.. Along with organizati

Endogenous Contingency Factors in Recruitment

Various organizational level or internal factors influence an nization’s recruiting strategies In this section we elaborate ontwo factors that can have an impact on recruiting strategiesand outcomes: the size of the organization, and its technolog-ical sophistication Although various indicators of size such assales volume or other performance measures are used, the mostcommon indicator of size is the number of employees, as thisindicates both current capacity for work and current performance

orga-level (Scott, 2003) In this section we also use the word size to

denote number of employees, as this has a direct relationship withhuman resource strategies Technological sophistication of theorganization implies organizational comfort with leveraging tech-nology, and this also has a direct relationship with human resourcestrategies, especially attracting and tracking candidates It is quitepossible that large global organizations are also technologicallymore sophisticated than small local setups

Organizational Size

Organizational size influences the structure of departments,their functioning, and strategies of an organization As organi-zations grow, a simple informal model of control through mutualadjustment and social interactions gives way to more standard-ized control (Mintzberg, 1979) Human resource strategies andrecruitment practices in particular also become more formal,bureaucratic, and resource intensive than practices of smallerorganizations (Fisher, Schoenfeldt, & Shaw, 2006) Large organi-zations can follow two broad strategies when recruiting: formalizerecruiting processes across the organization, and leverage theinternal labor market This is an especially important point forlarge global organizations that can systematically comb their ownranks to spot and deploy talent where required

Formalizing recruitment procedures Formalizing externalrecruitment procedures is important because large organiza-tions are involved in recurring transactions (such as recruitingmany people) and can economize costs per recruit (Bhattacharya,2008) Recruiting costs of large organizations such as Infosyscan be amortized over many hiring decisions Further, large

organizations are more likely to have dedicated recruiters whoare formally trained Larger organizations are also more likely

to use more screening procedures than smaller organizationsbecause large organizations have the resources available to design

or acquire (and validate) multiple screening devices such as chological tests, physical abilities tests, and so forth (Birkinshaw,2008) Finally, formalization is important as large organizationsface institutional pressures and public scrutiny and are answerable

psy-to multiple stakeholders (Barber, Wesson, Roberson, & Taylor,1999; Kossek, 1987)

Leveraging the internal labor market Considering that formalprocedures in recruiting can be seen through previous sectionsand examples, this section will focus on recruiting in the largeinternal labor market that exists in large organizations A 2004 pollconducted by Development Dimensions International showed thatinternal recruiting for management positions was at 53% withinthe 350 organizations polled This was an increase from 44% in

19 countries and employs over 60,000 employees worldwide, savedseveral million dollars last year by recruiting internally (Resourc-ing, 2009) Recognizing the importance of recruiting from within,organizations such as General Electric and United Parcel Serviceput great emphasis on developing talent that can be leveraged

in multiple units of the organization when needs arise (Fisher,Schoenfeldt, & Shaw, 2006)

How do organizations tap into the available labor pool tofill positions as they open up? Consider the cases of Cisco andHouston’s M D Anderson Cancer Center Cisco createdand launched a software application called the Pathfinder Thissoftware, used by about 20% of the organization’s engineers tochange jobs, allows employees to load their r´esum´es into thesystem, sift through openings by location, career level, and other

criteria, and then contact the hiring managers in other businessunits directly (Kiger, 2003) When employees self-attract andapply in some organizations, internal recruiters at M D Andersonactively look at the availability of internal talent and projectedhiring needs, and target key people (Plemmons, 2009) Managers

at ANZ Financial Services (Australia and New Zealand BankingGroup Limited) actively mentor junior colleagues, and betweenhalf to one-third of the financial planners are recruited from dif-ferent units of the organization (Egan, 2007) Other organizationssuch as Merck and the U.S military have leveraged technology

to spot and recruit internal candidates These organizations usehuman resources information systems such as SAP and PeopleSoft

to tap into the internal labor pool (Bohlander & Snell, 2004).Organizations endowed with large internal labor markets canalso use a process called job posting and bidding to leverageinternal talent This process can be as simple as posting anopening in the cafeteria to putting it up on the internal Webserver Texas Instruments, Xerox, and Cisco, to name a few ofmany organizations, do this quite effectively (Bohlander & Snell,2004) Overall, size affords recruiters and hiring managers a largeinternal pool of talent, and possibly a formalized predeterminedrecruitment process that can be used across locations

Technological Sophistication

The final contingency we discuss in this chapter is the level of nizations’ ever-expanding technological sophistication Whetherthe organization is recruiting internally or externally, within socialnetworks or outside, or in tight or loose labor markets, organiza-tions can effectively use technology to attract candidates After all,the world is getting smaller and recruits are sometimes just a clickaway (Friedman, 2006) In the sections below we describe howvarious organizations have leveraged technology to recruit candi-dates We identify three broad recruiting trends in this section:leveraging social networking sites, deploying creative Internettechnologies, and creating attractive organizational Web sites

orga-Leveraging social networking sites Social networking sitescontinue to gain enormous popularity and momentum To targetspecific types of candidates, and to broaden their recruitment

efforts, organizations are increasingly trying to tap into thelarge number of people active on social networking sites such

as LinkedIn Web sites like Orkut, Facebook, and other socialmedia sites are the new haunting places for human resource pro-fessionals these days to scout for talent that can deliver results(Shah, 2007) Technology organizations like Wipro, and TataConsultancy Services have started recruiting heavily through socialmedia networks Ernst and Young also heavily leverages Facebook

to target students (Sullivan, 2008b) It’s not just the traditionalcivilian large organizations that are leveraging social networkingsites to recruit people The U.S Central Intelligence Agency, theU.S Navy, and the Army are also using Facebook and Twitter

to recruit talent (Bruce, 2007; MSNBC report, 2009) In fact, arecent survey by Development Dimensions International showedthat 25% of recruiters used social networking sites for informationabout candidates, and 52% of them have used online informa-tion to make selection decisions (Recruiter, 2009), a trend that islikely to continue considering the growing millions of active andpassive job seekers that throng such Web sites

Along with organizations, professional head hunters acrossthe world are also making social networking sites a part of theirrecruitment strategy, and are setting up dedicated resources tosift through these sites for global recruiting (CyberMedia, 2007;Sachitanand & Bhattacharya, 2008) LinkedIn is becoming such

a popular recruiting source the world over that professionalrecruiters are demanding the same full access that organizationshave in order to have access to more candidates (Goodfel-low, 2008)

Deploying creative Internet technologies. Organizations arealso increasingly using creative technologies to spot and attractcandidates Some organizations are using the Web site X-rayingtechnique to access the passive talent pool This technique allowsrecruiters to see all pages on an organizational Web site that arenot protected by a firewall X-rays can be done using the advancedsearch feature on Web sites such as Google or Hotbot Anothertechnique used by organizations is called Web site flipping Flip-ping allows recruiters to find all Web pages linked to a given Website For example, recruiters can access individual home pagesthat are linked to organizational Web sites Such cross-linked sites

can yield valuable passive candidate information One has to keep

in mind though, that such techniques are not legal throughoutthe world

Yet another technique to get access to job seekers is usingname-generating software This software can be purchased andallows recruiters to sift through the Internet to generate names,profiles, and resumes of individuals meeting the search parametersspecified by the recruiter Intel, in 2004, worked with a vendor tocreate such customized software This software ‘‘crawled’’ through

a list of pre-programmed sites to access very specific types of dates (Corporate Leadership Council and Recruiting Roundtable,2006) Valero also automated part of their recruiting efforts andprogrammed ‘‘Web spiders’’ to crawl, retrieve, and upload can-didates into their internal applicant tracking system based onboth current and projected needs (Sullivan, 2006c) Wachovia,

candi-on the other hand, paid for this service instead of developingone in-house Various vendors such as ZoomInfo, LinkedIn, andSearchExpo provide this service for a fee Other technology-savvyorganizations such as Microsoft encourage and actively leveragerecruiter and employee blogs Such blogs can be used to targetpassive job seekers who are surfing the net They can be used tobuild a relationship with the potential employee as well as create

an organizational brand

Creating attractive organizational Web sites The final trend

we discuss is how organizations can leverage their own Web site

to attract candidates Skoda Minotti, for example, uses a ratherinnovative way to attract applicants Their Web site hosts a gamesimilar to ‘‘photo audit,’’ where players spot differences in pho-tos within a given time and have their scores displayed in acompetitive fashion against other players Potential applicantsfrom various campuses, who are playing the online game, getranked against each other and can see scores of others fromtheir schools High scorers are given rewards This increases Webtraffic to Skoda’s site and gives Skoda a database of potentialhires (Ebenstein, 2008) Skoda Minotti and The Cheesecake Fac-tory both use a promotional recruitment video on their Websites that explains how the organization runs, how people aresuch a key asset, and how the potential recruit will enjoy work-ing for this great organization For organizations that cannot

host videos on their own Web sites, there are other cyber placessuch as VlogYourJob.com VlogYourJob.com is the United King-dom’s first online video recruitment Web site, created by IndigoRed, a U.K.-based recruitment consultancy This Web site encour-ages organizations to post vlogs—online short videos—as jobadvertisements It also allows recruiters to give potential candi-dates a taste of what it’s like at the organizations by posting avideo about their working environment (Marketing Week, 2007).Thus, organizations that have technological sophistication canleverage both in-house and externally developed technologies torecruit.

Conclusion

We defined recruiting as a process of finding and attracting theright candidates and encouraging them to apply for certain posi-tions We drew upon recruitment research and organizationalexamples to outline various contingencies that managers shouldconsider when undertaking recruitment initiatives So what doesall this mean for your own recruiting efforts? How can you create

an effective recruiting strategy in your organization? As outlined

in Table 5.1, we especially argued for the importance of the macrosociocultural context and the external labor market as the twokey exogenous factors that have an impact on recruitment Wealso pointed to the importance of organizational size and evolvingtechnological sophistication as the two key endogenous factorsthat affect recruitment For each of these contingencies, we havedistilled lessons based on organizational theory and examples Forinstance, when discussing the social context, we have argued forthe importance of sensitizing and training global managers aboutdifferent values and expectations across the globe, and of creatingclear job descriptions that can be implemented irrespective ofwhere the managers recruit from Further, on the topic of theexternal labor context, we have highlighted the importance ofcreating salience in the minds of potential applicants and tappingpassive candidates in a scarce labor market In terms of an abun-dant labor market, we have pointed out the importance of creatingmultiple rounds of recruiting, leveraging external databases, inter-nal employees, and targeting ex-employees We have argued that

large organizations can formalize procedures and tap the internallabor pool Finally, technology can be leveraged to attract candi-dates Specifically, organizations can leverage social networkingsites, deploy creative Internet technologies, and create effectiveand attractive organizational Web sites.

Overall, we recognize that no two organizations are the same,and contingencies and recruitment strategies differ per organiza-tion Although there is no magic formula for recruiting, and some

of these techniques may force you to think outside the box, thebenefits of charting a well-defined recruiting strategy are clear

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Global Selection

Selection in International

Contexts

Tim Carey, David Herst, and Wynne Chan

What Is Global Selection, Anyway?

It is now a clich´e to note that the world is changing rapidly andthat the notion of work is feeling the effects of that change.But the rapidly changing world’s impact on work is being feltmore acutely as the pace of that change speeds up Nowhere isthis more important than in selection Where selection used to besimply finding the person who would fit best in a well-defined andstable job, now it is much more complex All of the five ‘‘W’s’’ ofwork are changing—who, what, when, where, and why Differenttypes of people are doing new types of work in different locationsand even for different reasons It is not uncommon anymore for

a 20-year-old to create a new industry, such as Adam Zuckerman’sFacebook, and a 50-year-old to be considered unfit for many jobsdespite his experience, because the technology he learned is sooutdated Moreover, a career may begin in one country but thenprogress through five other countries before it ends Finally, asindustries disappear and others are born, one person may haveseveral different careers in her lifetime

Given these aspects of the work world, it is not a stretch tosay that selection rules have changed Moreover, when we add thenecessity for dealing with different ethnic groups, nationalities,

143

or cultures, the problem is further compounded—yet movingbetween different cultures is becoming more important for compa-nies, especially multinational companies (MNCs) A representative

of Shell, Inc notes that: ‘‘If you’re truly global then you’re hiring

in here [the United States] people who are immediately going

to go and work in The Hague and vice versa So in essence youwind up in a global job market and the standardization [of staffingsystems] ensures that you are applying the same standards andusing the same tools to [obtain] the best candidates who aregoing to be part of a global community’’ (Ryan, Wiechmann, &Hemingway, 2003, p 86) Clearly, being able to move effectivelyfrom one culture to another is becoming a requirement for atleast some employees

One example of this is the changing nature of companies inthe human resource consulting arena in the Greater China region.Where even ten years ago one would have hired a few expatriate(expat) consultants and brought them into the region to deliverservices to MNCs that were also just moving in, now one mustsearch for well-educated locals (many of whom were educated out

of the region) who speak three languages (Mandarin, Cantonese,and English) and have experience in MNCs Having an expat whospeaks only English or a local who speaks only Mandarin limitsthe capabilities of that person to deliver a number of services inthe region

The goal of this chapter, then, is to highlight some areas thatmight have been missed when considering selection in a globalcontext Specifically, we will discuss some of the major issues whenselecting across cultures, including how to effectively develop tests,manage cultural issues in assessment centers, and differentiateamong the types of employees who are assessed We will focusmore on practical solutions than theoretical considerations and attimes we will be less empirically based than anecdotally relevant,although we do reference some recent research Finally, Asia,with a particular focus on China, and the Middle East will figurelargely in our analysis because two of the authors have significantexperience working as consultants in those regions

One way in which local selection and global selection aresimilar has to do with the need to distinguish between the selection

of more senior-level managers and those at a junior, possibly