globeDespite rising employment, the well documented global talent shortage is continuing to worsen, with one third of companies reporting difficulty hiring for roles, and over half of US employers reporting recruitment difficulty.

As many of you may be aware, there is no shortage of candidates, but there is a shortage of appropriately qualified candidates. One way that organizations are overcoming this problem is recruiting candidates from overseas to work locally or within their home markets. The emerging BRIC markets, (Brazil, Russia, India and China), are becoming increasingly attractive places from which to recruit talent, either to work within the local market or to work in the domestic US market. In fact, 88% of global CEOs entering the BRIC market are doing so to access local talent.

Recruiters and HR professionals are having to develop a new set of skills to enable them to effectively tap in to international talent markets and below you will find 5 useful pointers to help you recruit internationally.

1.         Get ahead of the curve – Go to the N11!

With the ongoing talent war in the established markets, global companies are looking to tap into the emerging economies to find a fresh and abundant stream of talent. The problem is that many of these so called emerging economies like India, China, Brazil etc.. have been ‘emerging’ for quite some time now. And the most adventurous organizations have established footholds in these markets and built highly efficient talent attraction and retention processes, making them extremely difficult for newcomers to penetrate.

Therefore, with recruiter saturation being prevalent in many BRIC economies, the shrewd employer should be looking further afield to new emerging destinations that lay below the radar and where talent is more readily available.  Goldman Sachs has identified the next wave of emerging economies, naming them the N-11.  These are: Bangladesh, Egypt, Indonesia, Iran, Korea, Mexico, Nigeria, Pakistan, Philippines, Turkey, Vietnam. This is where employers should go if they want to get ahead of the curve and find top talent.

2.         Try and attract women in emerging markets

With the increased competition for talent within BRIC countries, employers must adopt more innovative strategies to attract talent. Sylvia Ann Hewlett in her book ‘Winning the War for Talent in Emerging Markets – Why Women are the solutions has found that there are increasing numbers of highly skilled and ambitious women entering the market, and this talent pool is not currently being tapped by multinationals. Innovative employers like Pfizer, Siemens, Wipro and Google lead the way in developing talent management strategies that attract and develop women. Therefore, if you are latecomer to the BRIC war for talent, you may be able to leap frog the current competition by developing a talent management strategy that attracts the under-utilized and highly skilled female employee segment.

3.         Tailor your social-media recruitment strategy according to the local market.

We all know that LinkedIn, Facebook and Twitter are the most effective channels for employers to engage with talent within the developed economies of the US, Europe and Australia, but this is not necessarily the case in the emerging economies and you could be missing out if you don’t also engage with the preferred social networking channel within that economy. For example, if you are looking to engage with talent in Eastern Europe, research shows that you should use Vkontake, which has 55% awareness and 39% market penetration in Eastern Europe. Also, according to a Nielsen study, FC2 blog is the top social-media site in Japan, and Orkut is the most visited social site in Brazil. So, make sure you tailor your social-media recruitment channel usage according to the local market preferences.

4.         Senior Recruiters Must Engage at Boardroom Level

Senior Recruiters within international firms should be global resourcing specialists and have an excellent appreciation of global talent availability and capability within regions and countries of the world. They must be able to synthesize all this information and must engage effectively at boardroom level and lead the way in shaping and developing the organization’s global resourcing policy, to enable their organization to fully leverage the global talent base.

5.         Appeal to Generation Y (Born after 1990)

A study by Deloitte has identified that there is a global talent crisis in manufacturing and in Europe  there is a growing skills gap in the STEM disciplines of Science, Technology, Engineering and Manufacturing. The Deloitte research has shown that the STEM disciplines are becoming increasingly less attractive to Generation Y workers who will be the largest population group to join the workforce since the arrival of the Baby Boomers. The proportion of Gen Y talent as a percentage of the working population is set to increase dramatically throughout the BRIC countries.

And, therefore forward thinking multinationals wanting to recruit in BRIC markets will be looking to develop talent strategies that attract and retain Gen Y workers. 



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