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Category Archives: Employer Tips

Global Mobility Talent: Is Proactive Recruiting Worth it?

When it comes to your global mobility talent strategy you may be wondering whether or not you should be proactively cultivating talent leads or waiting for a position to open up first. In some cases, when an employee leaves your organization unexpectedly, you have no choice but to be reactive in your recruiting efforts. However, most of the time you have the ability to accurately forecast your hiring needs well in advance, and extend the time you have available to search for the ideal candidate by being proactive. Read More

Relocation Company Expansion – Talent Acquisition Strategy

Creating an effective global expansion strategy can be difficult no matter what size of company you are managing. While smaller companies generally face more challenges in recruiting talent abroad during expansions, large companies face a bigger challenge of bringing all of their sites together under one centralized HR system. Regardless, the challenges of relocation and company expansion require the help of a qualified individual who has successfully launched global initiatives in the past, and a recruiter who can identify those individuals in a crowd of management professionals.  Read More

6 Mistakes To Avoid When Hiring Global Mobility Personnel

It’s Signature Source’s job to find the perfect candidate for our clients’ open positions, either domestically or around the world. Over the years, we have come up with a list of mistakes hiring managers should avoid when searching for global mobility personnel.
 

  1. No clear job description. It sounds simplistic, but there must be a concise job description that serves as the blueprint for the candidate’s qualifications. However, beyond this outline there should also be what Signature Source calls a soft job description that includes the intangible qualities such as how the candidate will fit in with the company culture and the candidate’s style, and the environment they need in which to thrive. You want candidates to share your company’s values, who will get along with their peers and your clients, and who have the needed skills to successfully perform the job.
  2. No pre-interview planning. Before an interview, any candidate documentation should be carefully reviewed. From this information, a list of questions to ask the applicant can be compiled. If you are only relying on the resume to quiz the prospect, you will simply receive confirmation of material already supplied. In a future blog post, we will discuss the top 10 interview questions every candidate should be asked.
  3. Rash judgments. Gut instinct is important, but avoid hiring staff simply because you like – or dislike – them. Beware of over-liking a candidate, because you might overlook weaknesses, or disliking too much, because you could be manufacturing reasons for passing on the applicant.
  4. No hasty decisions. No matter how desperate you are to fill a spot, quickly hiring someone can fail in the long run. As with any investment, you have to consider the return on your investment. And because each hire is a reflection on your company, the reputation of any candidate – especially in small industries such as global relocation – significantly factors into any decision. You might even consider filling the spot with a temporary or interim professional, giving you those all-important weeks to hire the best candidate for the job. According to the Society for Human Resource Management (SHRM), (link to shrm.org/pages/default.aspx) replacing staff can cost an employer between 90 and 200 percent of that employee’s annual salary after factoring in turnover losses.
  5. Stop overthinking. Team members are often invited to interview candidates they will be working with, but leave the final decision to just one or two managers. Hiring by committee could mean that personality, more than ability, might become the reason for the hire. You also need to understand what is driving the feedback from team members. Was there a prior work relationship that could be influencing a decision? Perhaps some jealousy? Your goal is always to hire the strongest candidate.
  6. References. A very sticky wicket here! At Signature Source we follow SHRM’s position and use background checks, credit ratings and drug tests when applicable. We use LinkedIn to check references, to validate that people listed worked at the company when the applicant was there.

To find your perfect candidate, contact Signature Source at 888-613-4179.

10 Tips for Interviewing Global Mobility Talent

Job interviews, key to selecting the best candidate for the job, require preparation for both the employer and candidate. At Signature Source, we have a list of the top 10 questions hiring managers use when hiring global mobility talent, all crafted to gain insight into a prospect’s personality and ability, and to determine if the applicant is a good fit for the job and the culture of the company.

Since the cost of a bad hire is steep, even an $8 an hour employee can end up costing a company $3,500 in turnover costs – it’s important to make every interview count.
 

  1. Tell me about yourself. Good candidates will begin with a clear positioning statement that boils down the story of their resume, touching on general goals, skills and background.
  2. What do you know about our company? Candidates need to do research before any interview, and should be acquainted with the products, size, income, reputation, image, goals, problems, management talent and styles, the people in the company, their skills, and the firm’s history and philosophy. This question should also elicit questions from the candidate about the company’s course and department goals.
  3. Why do you want to work for us? Employers listen carefully to this answer, because ultimately they want candidates to talk about how they can make a contribution to specific company goals instead of what the candidate wants.
  4. What would you do for us? What can you do for us that someone else can’t? Candidates should be prepared to relate past successes in solving previous employer problems, which may be similar to those of the prospective employer.
  5. What about our position do you find the most attractive? Least attractive? Applicants should be able to come up with at least three factors they find attractive about the position, and limit themselves to one minor unattractive factor.
  6. What do you look for in a job? This answer should be concise, simply touching on three main points: An opportunity to use skills, perform and be recognized.
  7. Please give me your definition of a … (the job for which you are being interviewed). Employers are looking for an action-driven and results-oriented answer.
  8. How long would it take you to make a meaningful contribution to our firm? Successful candidates emphasize that they will quickly become valuable employees after a little orientation and a brief period of adjustment on the learning curve.
  9. How long would you stay with us? A simple, concise answer is best: As long as we both feel I’m contributing, achieving and growing.
  10. What is your compensation requirement? This is a critical piece of the process and usually the most difficult question for candidates to manage effectively. If candidates state a number immediately, they risk having the opportunity to move on to the next phase of the interview process. Here are four suggestions:
    • Based upon your interview with me and my experience, where do you feel that I would fit in your compensation program?
    • What is the range for the position and how do my skills and experience align with it?
    • Could you please share with me the range for the position?
    • What are other talented professionals with my skill sets and experience earning in the organization?

    For more information, contact Signature Source at 888-613-4179.

LinkedIn Uncovers Why People Switch Jobs

To retain top talent – and attract new employees – it’s important to understand why people leave their companies.

home-gallery-confidentialityOctober 15, 2015 – LinkedIn recently analyzed the job-changing behaviors of 7 million of its members, discounting those who were promoted or transferred within their companies. Then they grouped the remaining job-changing members into various groups, finally surveying 10,536 people who changed companies between December 2014 and March 2015. Read More

  • National Association Executive Recruiters
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