HR Guide to Recruitment Sample by HR Magazine

e pl m Sa HR Guide to Recruitment

Foreword | Recruitment, a word that often conjures up fear in the eyes of many in HR, is something that every company needs to do. Constantly evolving, recruitment requires continual maintenance from HR and—if done properly—requires a variety of different approaches to maximise its effectiveness in different segments of the talent pool.

Bringing the right talent on-board is a core HR function that is fundamental to building successful and sustainable organisations. There has been significant debate about the best ways to go about achieving this. As ever, HR Magazine helps you cut to the chase and shares practical advice on what works well and what doesn’t. We share observations and advice from a variety of perspectives including in-house recruiters, HR directors, consultant recruiters and the Hong Kong Government. In this guide learn…

Innovative recruitment strategies—as the reach and effectiveness of job boards wanes, we examine the use of social media channels such as Facebook, Twitter and LinkedIn together with mobile technologies as recruitment channels. The importance of pre-screening—with the avalanche of resumes reaching HR inboxes, pre-screening is becoming an essential tool to ensure only the best and honest candidates make it through. Important cross-cultural and generational differences that exist in the recruitment landscape and how best to deal with them. How to segment recruitment efforts to best suit the different components of the available talent pool—embracing diversity and recruiting to take advantage of fully integrating LGBTs, different generations, different abilities and different cultures and nationalities within the workforce. The importance of employer brand—creating, maintaining and adapting employer brand, recruitment best practices and EVPs to keep attracting and retaining HiPos. Decruitment techniques and strategies that reduce employer liability and maintain employer brand, while still being sensitive to and nurturing outgoing talent.

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Read on…recruit and retain

Paul Arkwright Publisher HR Magazine

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Paul Arkwright

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Malou Ko, Zoe Wong Staff Writers

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In order of inclusion in the guide: MRI China Group, eFinancial Careers, Manpower, Robert Half, Adecco, John Putzier, MS., SPHR—FirStep, Inc., Mathew Gollop—ConnectedGroup, James Hewitt & Karen Perron—SilkRoad Technology, Brien Keegan—Ranstad, Mark Geary—AsiaNet Consultants, Erik Schmit—Lumesse, Adrian Ashurst—Worldbox Business Intelligence, Greg Basham—eevoices, Dr Graham Tyler—PsyAsia International, Premiere Global, Community Business, Universum, Robert Walters, Cranfield School of Management, Dr Magdalena Meller, Richard Welford— CSE Asia, Pattie Walsh—DLA Piper, Richard Bates—Kennedys, Michael Downey—Hong Kong and China Employment Law Group Soundbites

A huge thank you to all those who, in interviews and/or at our conferences, took time to share their ideas that helped to make this guide possible. They include—in order of inclusion in the guide: Andrew J. Filipowski, William Yeung, Joseph Poon, Steve Chow, Ritchie Bent, Cliff Davis, Anthony Williams, Dr Frankie Lam, Fern Ngai, Anna Hong, Mathew Gollop, Adam Edwards, James Mendes, Annie Cheung, Richard Crespin, Kendrew Yu, Dr Helen Fung, Erik Schmit, Joanne Rigby, Eddie Ng HakKim, Shaun Bernier, Jim Thompson, Michal Kalinowski, Johan Ramel, Avril Henry, Professor John Bacon-Shone, Deidre Lander, Jennifer Van Dale, Subha Barry, Kate Vernon, Richie Bent among many others… Advertising & Sales

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Paul Arkwright Tel: (852) 2736 6318 Fax: (852) 2736 6369 paul@excelmediagroup.org Advertising Enquiries

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Table of contents | Introduction

6 7 11 13 16 20 21 23 25

Attracting staff without money

Recruiting in emerging markets

Corporate perspectives

Current regional recruitment landscape "It’s easy to find a job in the current market" Upbeat hiring forecast Employer expectations—how much is too much? More graduates take on part-time, temporary contracts Strategic targeted recruitment No more Russian roulette recruiting Recruit musicians not MBAs

City Telecom (HK): talent selection DHL Express Greater China: bringing employer of choice to life Hang Seng Bank: HR strategies Hsin Chong Construction: line managers key in recruitment Jardines’ HR recruitment roadmap Manulife Financial: recruitment strategies Newell Rubbermaid: proactive recruitment strategies Oregon Scientific: recruiting the Oregon Trail of leaders Standard Chartered: identifying your talent bank TurboJet: smooth sailing to find right talent

Consultant perspectives

ConnectedGroup: HR Fight Club HR in the fast lane Recruitment uncovered Recruiting your recruitment firm How the hunter becomes the hunted Sourcing good HR Outsourcers Building high performance teams Volume recruitment You never get a second chance to make a first impression

Money often speaks louder than words But money isn’t everything

Entering into emerging markets Recruitment retention in China Pollution & recruitment

29 31 33 34 36 37 38 40 43 46

49 53 58 62 64 66 68 72 77

81 82

86 87 89 92

Recruitment technology & social media

Screening applicants

Attracting Gen-Y

Pulling the wool over HRâ&#x20AC;&#x2122;s eyes Seeing is believing Getting psychometrics right

The generation game Communication critical for Gen-Y recruitment Better work-life balance Social networking vs social notworking

From employer of choice...to providing employee choices

Attracting talent Back to basics with employer branding What is it that attracts & drives talent? Employee volunteering HR Role in corporate branding Employer branding Universities not instilling work-life balance...so it's up to HR

Compensation and benefits

Free recruitment database eases pain of candidate searches Talent quest Half of employees now communicating via social media Marketing & recruitment Facebook talent Googling for talent Tech savvy HR...I think not

Mind the gap Payroll up 5% in 2011 Is HK HR ready for audit by the labour department?

Cross-cultural and diversity considerations

96 97 99 101 104 106 107 108

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115 120 122

126 127 131 132 137

140 141 143 148 151 155 158 160

162 163 164 167

Creating inclusive workplaces for LGBT employees in Hong Kong How effective are your HR discrimination skills? Getting women on the Board Towards a global recruitment culture The business case for recruitment diversity Merrill Lynch on leveraging diversity & inclusion Recruiting to ensure diversity and inclusion

170 171 172 175 178 180 183 185

Decruitment

Recruiter overview

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General Recruiters Adecco Personnel Limited Bernard Hodes Group ConnectedGroup Limited Gemini Personnel Limited Hays HK Limited Hong Kong Recruitment HRA Recruitment Hudson Manpower Michael Page International Morgan McKinley Randstad Hong Kong Limited Robert Walters PLC talent2 Tricor Business Services Limited Tricor Executive Resources Limited Work Group PLC Executive Recruiters Manpower Professional MRI China Group MSI (Man Search International Limited) Rec2Rec Asia Silenus (Hong Kong) Limited talent partners Specialised Recruiters Firebrand Talent Search Robert Half Taylor Root Mobile Recruitment Services Dazhi Mobile Recruitment Services Recruiter Matrix

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Spotlight on referencesâ&#x20AC;&#x201D;obligations and risks for employers Avoiding liability when giving references Don't ask, Don't tell Exit strategies Outsourcing decruitment

203 203 204 205 206 207 208 209 210 211 212 213 214 215 216 217 218 219 220 220 221 222 223 224 225 226 226 227 228 229 229 230

Introduction

from the chaff, so that interviewing efforts can be focused on the most appropriate talent pools. Even after employees have been onboarded, recruitment is far from over—with exit interviews playing a vital role in HR intelligence gathering to help better shape future recruitment efforts. We provide advice on how recruiters can best deal with decruitment—in a way that benefits future recruitment efforts. Throughout an employee's lifecycle recruitment has a strategic impact on your company's brand, culture and ultimately the bottom line. When done correctly, effective recruitment allows companies to reap the rewards of an efficient, effective, motivated and cohesive workforce. The guide can be read cover to cover, so feel free to dive in and swim the full length. Although, based on current HR time constraints, we're not really expecting that—so we've divided the content into key HR recruitment functions to allow you to just dip in and get your toes wet in the most appropriate sections. And if you haven't got time for that, it's probably time to hire someone to help.

exacerbated by different mindsets among diverse talent pools. This guide compares viewpoints from HR, recruitment consultants and those of the jobseekers themselves—to find out what makes different generations tick, and what recruiters need to be doing to attract and retain the best talent. Recruitment managers must ensure that the right message is reaching the right candidates at the right time and through the right means. The use of social media to convey employer brand and employee value propositions (EVPs) to attract job applicants, now and for future positions that may arise, is becoming de rigueur. We show you how, and why, HR needs to embrace different social media tools. We also explore the latest trends and changes in the way companies are behaving and recruiting in order to remain employers of choice. HR also needs to be prepared for the avalanche of resumes that flood into their in box each day. We help with insight on the best ways to ensure that recruitment filters are working to help separate the wheat

It is unlikely that we will witness any time soon, movie stars espousing how they, “Love the smell of recruitment in the morning.” Nor are we likely to see managers, in bedraggled suits—looking like they have spent too long in the business jungle— talking about how recruiting has changed them. No, recruiting is not much of a blockbuster theme, but it is a critical issue that can make or break businesses. Recruiting has evolved from simply writing a short job description and posting it on job boards or in the classifieds to a front-line strategy for corporate success. This guide is to help those in HR and recruitment better plan, navigate and conduct recruitment through more creative, segmented, efficient and effective means. The guide also shares best practices and observations from experts in the recruiting field. The recruitment landscape is changing dramatically and research conducted by HR Magazine shows there is a growing disconnect between employer recruitment efforts and employee expectations—often

Just hire someone. What's so difficult?

Corporate perspectives

City Telecom (HK): talent selection|

Getting the right talent on board and the wrong talent off the bus.

Marathon selection process

HR Magazine spoke with William Yeung, CEO, City Telecom (HK) Limited to find out how innovative recruitment and reward policies have helped the company thrive.

Reward performers, remove underachievers

Last year the company celebrated 10 years on NASDAQ and Yeung asserted the importance of Talent management as critical in facilitating this success. He added, “Every member of staff should be viewed as a Talent, and an asset, unless they are the wrong Talent. Therefore Talent is groomed through all means—be it incentives or making staff aware that unless they perform, they will lose their job.” City Telecom certainly works hard to nurture Talent, and they are also not shy in ‘getting the wrong Talent off the bus’ when necessary. In what some may view as a harsh, yet extremely effective HR strategy, every year the worst performing staff have their contracts terminated. These represent the poorest performers with salaries totalling 5% of the entire payroll. If, for this reason, a department terminates someone’s contract, then the relevant salary amount from the staff member stays with that department, and can be utilised for training and/or new hires. By getting rid of the lowest performers, the company is then able to reinvest that money into recruiting new Talent or offering increments to other better performing members of the team. In short, the company prefers to focus its resources on its top 95% of ‘right Talents’ rather than divert attention to the bottom 5% of ‘wrong Talents’. This

At the heart of the company’s HR ethos is the fact that all staff are referred to as ‘Talent’ rather than employees, Yeung explained, “We are offering them a career, rather than a job.” To illustrate this, the company ran their ‘CXO of the Future’ programme in a global search for two management trainees—taking candidates with less than two years experience because they wanted someone fresh. The programme, conducted in five stages over three months, included two days and one night on an Outward Bound training exercise. Once they got through that, the hard work had only just begun and successful candidates were then required to run a half marathon and read no less than 18 management books during their 18-month probationary period, when they were assigned to different departments. Yeung admits, “This is physically and mentally gruelling.” The process is capped off with the fact that candidates must sit the CFA examination, which currently only has a 33% pass rate in Asia. Yeung explained, “The reason for requiring CFA, when the CXO path does not necessarily lead to a CFO role, is that it provides the flexibility to hire people from non-finance backgrounds. It is also important that they can speak the common CXO business language and have their specialities in other areas.”

HR Guide to Recruitment

Appendix

General Recruiters|

ConnectedGroup Limited Company Information

Background & Company Profile

Contact person Adam Edwards (Managing Director) Telephone (852) 3972 5888 Fax (852) 3972 5897 Address 19/F, Silver Fortune Plaza, 1 Wellington Street, Central, Hong Kong Website www.connectedgroup.com Email infoHK@connectedgroup.com

With over 14 years experience in executive recruitment, contingent resourcing and retained search, ConnectedGroup has developed a portfolio of people-centric solutions around the needs of its clients.

Built on a foundation of providing research driven executive search assignments, ConnectedGroup has evolved into a full service human capital consulting business.

Our offices in Asia and the Middle East are well placed to service two of the fastest growing regions in the world and our consultative and client driven approach has positioned us as a partner of choice for companies across a diverse range of industries. We measure ourselves both internally and externally against our core values of being candid, creative and connected in order to reach our ultimate goal which is to be remembered for exceeding expectations.

Key Recruitment Services

Overview of Recruitment Services ConnectedGroup’s core businesses are focused around the attraction, development and management of talent and cover executive search, executive recruitment, human resource consulting and recruitment process outsourcing. The four divisions operate independently of each other and can be integrated to provide seamless solutions when required.

Key Recruitment Areas • Banking • Insurance • Information • Technology • Professional Services • Resources • Media • Retail • Healthcare • Fashion • Property • Construction & Engineering • Government, Public Sector & Education • Industrial & Manufacturing • Legal • Hospitality & Tourism

HR Guide to Recruitment

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Appendix

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