Talent Acquisition Set up/ Strategy - challenges if the model is changed to a GLOBAL level?

Hi, Can anyone please guide me with regards to having a Talent Acquisition Department at the global level? Currently, in our organization, we are at the country level handling the recruitment process.

What would you say would be the challenges if the model is changed to a global level? Is anyone working in a similar setup?

Dear member,

Before giving my views on how to set up a talent acquisition department at the global level, please confirm to us in how many countries your company works.

The objective of the talent acquisition department at the global level will be to tap global talent. However, tapping global talent is fine, but then will you be able to afford the salaries of Europeans or Americans if they were to work in Asian countries in general and in India in particular?

Before creating a department that handles talent acquisition at the global level, your company needs to be clear about its values. Do the managers in general and the top leadership, in general, live with the company's values in their day-to-day life? At the global level, while selecting people, you should be able to tap the talent that is consistent with the values.

Lastly, national cultures differ. Therefore, the global talent acquisition department must take into consideration the mindset of candidates who are from the US, Europe, Asia, Africa, APAC, and so on. Has your company done market research to understand the idiosyncrasies of the job markets in various countries?

Creating a talent acquisition department at the global level is fine, but it need not handle all types of recruitment. It has to decide the level above which it will handle its job. Have the levels for the local level and global level been defined?

Whether at the local level or global level, how sound is your recruitment process? Have the recruitment tests been defined for the various levels? Are the interviewers certified? If yes, then what is the process of certification?

How do you assess the effectiveness of the recruitment process? What percentage of hiring was wrong hiring? Has a study been conducted on wrong hiring?

The talent acquisition department at the global level will succeed provided there is uniformity in the culture of the organization. What is the level of uniformity? Has any survey been conducted to measure uniformity?

There are many questions associated with your post. Please clarify your post.

Thanks,

Dinesh Divekar

Hi Dinesh,

Appreciate your reply.

Our company is present in more than 44 countries. I am based out of Europe in the head office and handle most of the recruitments for Europe and North African countries. So most of the recruiters are responsible in a similar way. The recruiter based out in India handles the requirements for the SAMESA region. North America has their, and South America have their own recruiters.

We do have some mandatory requirements when it comes to the following Global ATS steps, which we follow.

However, the recruiters report to their HR Operations head. I report into the ENA Operations Head.

We are now trying to understand if we can continue working like this or should make it a global function.

Dear member,

My reply is to your second post.

You may create a global recruitment policy that defines the standards of recruitment for the various levels.

Secondly, create a global recruitment department. All the recruiters, wherever they work, should have their functional reporting to the global head. The major work of the global recruitment department is to check whether the recruitment standards are adhered to or not.

Thirdly, the global recruitment head may research the psychology of candidates from various countries.

Lastly, the global recruitment department may conduct research on the effectiveness of recruitment.

All the best!

Dinesh Divekar