how to recruit and retain the best people

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How to recruit and retain the best people

byInger Larsen

Larsen Globalisation recruitmentinger@larseng11n.com

www.larseng11n.com

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Localisation people – what’s so special about us?

Technical AND linguistic – both sides of the brain are used and stimulated

International – culturally stimulatingIntroverts and extrovertsUnlimited career opportunities

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Typical career paths

Department managerProject Manager

Team leader

From localisation:Localiser/translator

EngineerDTP

QA/tester

Outside localisation:Software developer

EngineerLinguist

Technical writer

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Work permits and international careers today

The localisation industry used to have more vacancies than qualified job seekers

Now: a fair balance between the twoInternational experience a huge advantageVendor and client-side experienceTechnologies: software and documentationYou need a valid work permit for the country

you are applying for – unless you are a localiser with specific mother tongue skills

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Why people look elsewhere and where they look

Reached the ceiling in current companyWant to experience another culture/new

technologiesWant to move geographicallyWhere:

Friends in other companies Research companies – approach directly through

web site Recruitment agencies

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Retention schemes

Sources of dissatisfaction to pre-empt: Boredom Lack of appreciation – a simple “thank you, well

done” can do miracles Lack of training and investments in people and

technologies Lack of career paths and promotion Salary and incentives

Employee satisfaction surveys – with actions…

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Overview – for hiring managers

the importance of a good job and person specification

the selection processsources of candidatestraining and developmentretention schemes

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The importance of a good job and person specification

Spend time on it and review with colleagues and managers, make changes for individual requirements

Synergy: think about what and who would add to the team, not just adding clones

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A good job specification

To identify the right candidate – skills, experience and personality traits To improve the candidates’ understanding of what the company and the job are

really about Bonus: Performance measurement Typical components

Company positioning and culture Job title Who the job reports into and who reports to the person (organisational chart) Salary range Objective of position and measurements of success Job tasks Skills and experience specification – “must have” and “desirable” Personality traits/competencies - e.g. hunter/farmer, starter/finisher,

detail-oriented/strategic, team-player/renegade, people manager/task manager, inspire/inspired

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The importance of a good cultural match

Who are you and what kind of employees would suit you?

Advice to job-seekers: study the psychology of the individual company: Who runs it?

Family and/or friends vs large corporate What is your history?

Growth, employee retention, investment in people and technologies

What are their objectives? Quality, money, reputation, growth

Watch out for company ethos – real or just wishful thinking?

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The selection process and sources of candidates

Internal candidates Promoting people sends out positive messages – or

do job swaps

External candidates New skills, fresh blood, new broom

Sources: word of mouth, finder’s fees, direct applicants, advertising, recruitment agencies

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The interview process

Predefined, fair, involving colleagues on different levels

Methods for success – from 0 to 10 (Pilbeam & Corbridge) 0: Graphology and astrology 1: References 3: Unstructured interviews 4: Personal assessments 5: Work sampling and ability tests (verbal and written) 6: Skilful and structured interviews 7: Assessment centres for development, including

psychometric testing

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Training and development

Plan for people leaving or moving upTraining is an excellent motivator as well as

improving the skills sets of your teamAsk people to share what they have learnt

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In Summary

Prevent loss of employees for the wrong reasons

Plan for recruitment – people do leave or move on…

Put a proper recruitment process in place – who, what, when