Q and A

first_imgClarke Wetter answer questions on recruitment and retentionQ: With the current emphasis on global recruitment cost cutting, howimportant do you think culture is to maintain cohesion, commitment and moralewithin the workforce? A: Company culture is very important, as cost cutting ultimately putsmore pressure on staff, with increasing challenges and decreasing resources,and it can often be the belief in the corporate values and the culture thathelps keep staff motivated. People need to be able to work together and feel confident enough to be ableto transfer knowledge and to identify ways to achieve shared goals. As headcount reduces, the need for reliable and knowledgeable employees whounderstand the intricacies of cultural intelligence sets the company apart fromthe competition. Q: Globalisation has allowed companies to source work and talent fromoutside their national borders. How can the recruitment issues associated withthis be managed? A: It is important to understand the package being offered,legislation and how workforces should be hired, inducted, managed, motivatedand retained, with a realistic approach to retaining the core company identity,values and vision. Mixed nationality teams need to be managed differently, as there may besignificant variations in approach (the way things are done and how peopleinteract) and in which context and industry they work within. Comparing different national recruiting cultures and the collective activityof the company is a good idea. This allows a company to identify crucialdifferences in the behaviour of potential employees and adjust individual orcorporate beliefs through continual learning and exploration. It is important that HR teams (national, regional and global) do not confusenational behaviour with personality traits of individuals. This needs to becontinually acknowledged and communicated. There is the danger of missing quality potential employees and successorsbecause they don’t speak the ‘Headquarter language’ – it is too narrow to thinkthat one must speak Mandarin or Spanish let alone English to succeed or berecruited. Q: Getting things done within any organisation requires an understandingof the ‘way we do things around here’. How do you advise your clients tonavigate through the obvious pitfalls this entails? A: When working with our clients we share and gather ourunderstanding of the core international/national style before the interviewprocess commences. All too often this is skimmed over due to a lack of insightor knowledge, or simply because another priority has landed on the desk, but itis by far the most important stage of any recruitment programme. We suggest that clients maintain strict measurement guidelines throughoutinterviews that translate globally as much as is practicable. When using international recruitment providers, how critical is it to thesuccess of the relationship that they understand the organisational needs indifferent countries? Consultants need to act as a seamless addition to the company in order togain trust and to deliver successfully. The working relationship is veryimportant; and we find it only succeeds when knowledge is shared. This isparticularly important when looking at things from a local perspective whenrecruiting in countries where there is perhaps little understanding of thecomplexity of local, regional and global issues. Developing an intimate understanding of client needs and building trustultimately leads to an efficient and successful hiring programme and helpsdevelop a true working partnership. Q: How can organisations deal with the key issues which impact onretention of staff? A: We all know that personal and professional development of anindividual is very important to the growth of any organisation, and the focusof this changes from country to country. Training and reward is not the onlyanswer for staff retention. Individuals need to continue to develop all roundcapabilities that encompass self-awareness, self-development and respectingcolleagues from different countries and cultures. Leaders need to be able motivate and inspire the teams and it is essentialthat positive and useful communication is translated accurately – understandinghow to motivate and influence potential employees inevitably leads to lessalienation and helps to build a cohesive team environment as well as a moreastute and understanding workforce. Q: Is it important to carry out competitive analysis when recruiting? A: The prime concern when recruiting is to interview the potentialcandidate and not the organisation the individual has worked for, otherwisethis could lead to a belief that the individual is only a commodity and lessimportant than the company culture they might be leaving. However, competitive analysis aids workforce planning as well as talentmapping and management, and when recruiting internationally it saves time,effort, energy and money – awareness of your competitor is always important andwill gain you respect across the business. Q: How can cultural wisdom be sustained? A: Cultural wisdom can be sustained through being open minded tolearn new ways of working. Take the best from each country, adapt and blend –we are all different and we can all win if we agree a core set of values, understandingand acceptance. If this is not done then exceptional talent may be lost. Q: Is it important to maintain consistency when hiring under differentmarket circumstances globally? A: Global consistency is important because one country or region’s resultsmay be different to those of another. In times of boom companies may lowertheir recruiting standards or indulge in panic hiring – based on pureavailability rather than competencies and experience – and these recruits canbe seen as a weakness in times of rationalisation. However, companies need toconsider the impact of making people redundant as this may be totally againstthe national culture and can have a damaging effect on retaining remainingstaff and potentially have a negative impact on the company’s standing withcustomers in certain countries. There should always be one statement for corporate messages and marketpositioning for potential employees. Consistency helps to uphold core values and standards, and companies can usesuccessful business results in one country as a stepping stone to a positiveposition elsewhere. Clarke Wetter is a new international executive search consultancy whichcombines the vast experience of two successful global recruiters, JacquelineClarke and Derek Wetter.The company’s comprehensive network and in-depth understandingof the roles and behavioural competencies required by potential employees,ensures a successful outcome.Tel: +44 1189 [email protected] has a finance background and was instrumental in setting up CISCO UK,responsible for finance, operations and HR. He then moved into InternationalSearch and gave strategic advice on resourcing strategies that add value to thebusiness. After many years as a consultant, he headed up the Europeanrecruitment team for Exodus before joining forces with Jacqueline to formClarke Wetter. [email protected] Clarke has spent many years living in Asia and across Europe. Hercareer started in the Royal Military Police and she has recruited in Africa,Russia, Australia and all around Europe, giving her a deep understanding of thecultural differentiators of recruiting and resourcing on theinternational circuit. Comments are closed. Q and AOn 1 Feb 2002 in Military, Personnel Today Related posts:center_img Previous Article Next Article Features list 2021 – submitting content to Personnel TodayOn this page you will find details of how to submit content to Personnel Today. We do not publish a…last_img

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