Issue link: http://www.e-digitaleditions.com/i/124894
Regional Report traditional forms of job searching, with candidates quick to leverage their networks to find and secure jobs. More importantly they'll use a multi-angle approach to get the right role. Rarely will a candidate apply to a job advertisement without also trying to make contact with the company's HR department or head-hunter. Headhunting forms a major part of the recruitment landscape in Indonesia—most 'prospects' are open to inbound opportunities, even if they have only recently started a new job. However, the dropout rate of candidates through the headhunting process can be quite high. Indonesians are keen to help each other out where they can. Referred candidates are ranked higher, especially if a person of status or influence has referred them. How do candidates behave during the recruitment process? Candidate behaviour is not as sophisticated as other parts of the world, driven in part by a desire to connect directly with the hiring manager rather than with a recruiter or HR manager. It's not uncommon for candidates to miss interviews, cancel at short notice, or provide limited or no information direct to the recruiter or hiring manager. This can cause communication and control issues, mitigated in part by strong direct communications between recruiter and candidate at every point of the project. At offer stage, candidates frequently demand very high pay raises to move companies, regardless of whether they've been headhunted or not. Requests of between 40 and 60 per cent increases are not uncommon, and MNCs are targets, as they're perceived as better resourced than local organisations. Candidates tend not to look at the bigger picture—career development, training, new skills—so the best strategy is for recruiters to rigorously and continuously manage expectations throughout the hiring process. outside of Indonesia—even if these opportunities are some distance in the future. On the flip side, MNCs that are new to Indonesia need to work hard to develop their brand awareness and not purely rely on their appeal and perception from other markets. How do candidates conduct their job searches? Indonesia is one of the most social-media savvy countries in the world1, and this extends to job seeking activity—online job applications, careers pages, Facebook, and other social media platforms. Yet this relatively modern approach co-exists with more Salary packages can be quite convoluted—basic salary makes up only a portion of an individual's take home pay, and other benefits can form part of an employee's monthly package including car, car loan and other allowances for transport, maintenance, meals, housing, and relocation. In mid- to high-level management, sign-on bonuses and retention clauses are common—candidates fully expect all these elements to paid out by a new employer, and quite insignificant sums can become a major part of a candidate's decision making. Culturally accepted attitudes towards openness can create challenges for companies or hiring managers needing to hire confidentially. Candidates will freely tell friends and family what jobs they are applying for, how much they are earning, and what salary increase a new employer gave them, and will in turn use this information to negotiate better conditions for themselves. Thus it's vital to stress that candidates behave with discretion through the hiring process, especially if a vacancy is highly sensitive. Talent and Workforce Planning Indonesia, with its publicised and consistent attempts to eradicate the systemic corruption that has dissuaded foreign investors, now WINTER 2013 | www.hroglobal.com [19]