HROTodayGlobal

Recruitment privacy policies up to the standards required by the E.U. A trusted recruiting adviser with in-depth understanding of these types of policies can provide the needed insights to ensure compliance is achieved in each country as you look to expand your talent pool. By understanding the common goals of the programme and what parts of the process can be customised for local implementation, organisations can design a concept that ensures the programme is successful. Organisations looking to an outside trusted partner to help them down this path should turn to a partner with local expertise who can develop a programme that fits the varying geographical needs of the organisation. Deploy: Ready, Set, Go You've done your planning and due diligence–now it's time to deploy. Yet prior to the first step of global and local deployment, a best practice is for all stakeholders to provide one final review of the overall plan and provide any changes that need to be incorporated to meet the organisation's goals. Revisit the expertise needed, the appropriate mix of skills and what developmental experiences the project provides to those involved. By doing so, organisations can replicate the successes of the phase and transfer the knowledge learned to other parts of the process. Deployment must be done in phases that are clearly communicated and measured: here's where we are, here's where we're going, and here's where we'll be at the end of phase one, which will take this amount of time. The project manager and project sponsor should prepare for a kickoff meeting that reinforces a shared understanding of scope, rules, and processes. Rather than fully deploying at once, the recruitment process outsourcing continuum should be tested in a real-world scenario and implemented in several pilot locations. As each location goes live, the process and solution should be monitored closely to see if changes are required before a broader roll out. Executive leadership should sign off on each phase as these deployments occur and be accountable for reporting back to the organisation on a consistent basis. Every global recruiting project, no matter how carefully planned, will require some adjustments as it's rolled out in a real-world application. The team should consistently monitor progress and challenges with both the design and deployment plan that may need to be reviewed at a higher level. Executive leadership should have a clear understanding on how adjustments will be managed. Refine: Continuous Commitment After the global recruiting strategy has been rolled out, often the project team will be redirected to other roles. However, because circumstances and requirements change, organisations should commit to regular evaluation and continuous improvements. To ensure the business objectives behind the project remain viable and to ensure required resources continue to put focus and rigour around the processes, formal communication and recognition that highlights project milestones is strongly recommended. The refinement phase is also the time to examine how well the project was executed against the original plan's objectives and how similar initiatives can be improved in the future. When individuals outside the executive stakeholders understand the business value of the new global strategy, they are more likely to engage and want to develop similar programmes using this roadmap. [38] HRO TODAY GLOBAL | FALL 2011 Think Ahead Detail what the recruiting programme will look like and what it takes to successfully implement. Eliminate uncertainty about the final outcome by defining and communicating what success looks like, how the process will work, who will be impacted, and how things will change. Communication is key across all phases of rolling out a global recruiting programme. Ensure the programme design reflects the expectations that were outlined during the alignment phase. The road to attaining global recruiting success is paved by creating alignment of key stakeholders on the business goals and objectives of the programme. As organisations address the post-recession economic recovery, high-quality recruiting mandates standardised processes, compliance support, and the commitment of resources to meet goals. For any programme to be successful, it is critical that the foundational goals and objectives be established from the beginning, supported by executive sponsors with clearly defined metrics for success. The rewards for transforming a decentralised recruiting process to a global recruiting strategy are immense. A structured global process enables multinational talent sourcing and helps to improve the organisation's brand. Through the systematic onboarding of right-fit candidates that global strategy provides, companies are able to streamline process, improve the candidate experience, and achieve cost efficiencies. No matter the size of your organisation, finding the right talent on a global level will continue to be your greatest challenge moving forward. Yet with the right strategy, coupled with a trusted adviser that understands your business objectives and how talent can help solve these needs, you can get on the right path to win in the war for talent, on a global level. Kate M. Donovan is managing director of ManpowerGroup Solutions, a part of ManpowerGroup. She can be reached at kate.donovan@na.manpower.com.

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