Report that managing a global recruiting function is harder today than it was five years ago. Today’s environment is more global—or as popular writer Thomas Friedman writes—flatter, than ever before. Recruiting organizations are facing business expansion into emerging markets, competition for local talent from foreign contenders, and increased functional complexity.
Instead of simply focusing on what they can control (standardizing processes, improving sourcing channels), the best organizations are improving their global interconnectedness. They are breaking through borders in three ways—building trust between recruiting headquarters and regions, building recruiting agility across markets, and building influence beyond the recruiting function.
Becoming more interconnected isn’t easy, and it requires operating in areas where you may not have complete control. So maybe recruiting today should be harder—but there’s more opportunity, too.
Members, there is still time to participate in our 2012 Global Recruiting Effectiveness Diagnostic. It is a free, one-time assessment of your recruiting function’s global recruiting capability, which allows you to benchmark against peer recruiting functions. Participating organizations receive an organization-specific diagnostic report and personal results consultation. Your custom assessment includes multi-market evaluation of your:
- Operational (time-to-fill, cost-per-hire, and quality of hire) and strategic (Recruiting’s influence on talent and business strategy decisions) outcomes
- Approach to standardization/customization across markets as it compares to high-performing recruiting functions
- Function’s talent intelligence network strength, within and beyond HR
- Recruiter and recruiting leader capabilities across markets
- Cross-market resource allocation and agility
danielgross