attracting international talent_oct012

Attracting International Talent:CSW`s Lessons Learned: How can we take a strategic lead?

2012João Vasco Coelho (CSW // CIES/ISCTE) [[email protected]]

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Attracting International Talent:CSW`s Lessons Learned: How can we take a strategic lead?

Contents.

. Trends in international migration (OECD).

. Labour market trends.

. Employee motivational drivers.

. CSW`s Business Case.

. CSW`s Lessons Learned: How can we take a strategic lead?

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Attracting International Talent:Trends in International Migration (OECD).

International Migration is a trend.

New migrants represented in 2011 15% of entries into strongly growing occupations in Europe over the decade and 22% in the US (OECD, 2012).

OECD countries foreign-born population ( total population) [Source: OECD, 2011]

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Attracting International Talent:Labour Market Trends.

Occupational change (EU).

In european countries, engineering science professionals had a 50% rate of average growth for 2000-2010:

EU countries growing occupations (%; 2000-2010) [Source: OECD, 2012]

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Attracting International Talent:Labour Market Trends.

Labour Market Segmentation (EU) -» a R&S challenge.

50% low-skilled jobs on average are taken up by immigrants.Only in Hungary, Luxembourg and Switzerland is possible to find more recent

migrants in highly skilled jobs.

Distribution of occupational skills of workers entering jobs, by skill level (%; 2000-2010) [Source: OECD, 2012]

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Attracting International Talent:Employee motivational drivers.

Characteristics of the iconic generations [Source: Deloitte, 2012]

Gen Y workforce attitudes (1).

The opportunity: Gen Y is more eager to contribute and take on responsibility earlier in their careers than prior generations.The challenge: Most traditional organizations are not set up to recognize talent pool. If Gen Yers don’t have opportunities, they’re likely to move on in search of growth.

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Attracting International Talent:Employee motivational drivers.

Gen Y key enablers [Source: Deloitte “Generation Y: Powerhouse of the global economy” report, 2012]

Gen Y workforce attitudes (2).

Generation Y values opportunity over job security.

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Attracting International Talent:CSW`s Business Case [1].

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Attracting International Talent:CSW`s Lessons Learned: How can we take a strategic lead? (1)

Lessons Learned (strategic level).

1. Corporate institutional strategy for international engagement.Increases the intensity of international activities, makes them more central to the corporate mission and culture. Raise international brand profile at sector and institutional level (e.g., CSW has offices in 8 countries, across the globe).

2. Localized talent.Talent localized as a HR strategy, adapted to the needs of cultural differences in different countries, reduces economic costs. Use of local specialists to engage expat staff. Train local workers (e.g., ITGrow Academy in Mozambique).

3. Strong institutional relationships and partnerships with a limited number of strategically relevant universities, governments, and R&S service companies.A base for building a global network of collaborators that provide access, information, and sources for talented students and faculty. Maintaining links with international alumni (R&D projects, PhDs, MBAs, Summer and short-term internships as possible drivers). Joint appointments with international institutions (e.g., R&D international consortiums as drivers for talent spotting and network) (e.g., Marie Curie programs; Consórcio OPEras - Agencia Nacional PROALV; AICEP programs, Praktikum).

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Attracting International Talent:CSW`s Lessons Learned: How can we take a strategic lead? (2)

Lessons Learned (tactical level).

1.Internal Communication.Create an internal extensive workers`network to support international activities and create bonds that help institutional and individual success. Maintaining long term links with staff in mobility projects(e.g., “refer a friend” policy; open-door policy).

2. HR Management Integrated Policy.More active staff exchange, integrated with career management policy. “Brain circulation” builds networks, linkages for knowledge – but absorptive capacity and integration with career management policy is essential (e.g., CSW`s International Mobility Policy yearly revisions).

3. Brand awareness.Culturally appropriate and targeted to particular countries and communities of high priority. Clear employee value propositions for foreign candidates (e.g., CSW`s EVP statement -» 5 key value drivers)

4. Social media.Develop a strategic policy platform that enables HR R&S operations and collaboration on a global scale (e.g., Linkedin distributed use between line managers and HR team members).

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Attracting International Talent:How can we take a strategic lead?

Lessons Learned (operational level).

1.Getting International Recruiting Right.

a)Geographical differences – perceived ones – work against a “perfect market” for international talent (it is difficult to attract talent to small countries that are at the margins of economic power or cutting-edge technology, or even to “marginal” cities in economic and technological powerhouses);b)Communicate clearly the value drivers of the professional opportunity (explore what the candidate is likely to learn in the position and how the opportunity can transform his or her career);c)Be flexible about corporate culture (consider possible local variations)d)Be prepared to offset real drawbacks (consider tax filling support advisors; local education support package or children; spouse career assistance in the new location).e)Facilitate visits or multiple contacts by the candidate before hiring.f)Help mitigate up front the difficulties of re-entry (e.g., mentoring when the mobility project ends).

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Contacts

@ Critical Software, SA: [email protected]

@ Linkedin: http://pt.linkedin.com/in/joaovascocoelho

@ CIES/ISCTE: [email protected]


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