A Short presentation on how global trends will change recruiting in the next 10 years.

1. Dave Nerz, President
NPA, The Worldwide Recruiting Network
www.NPAworldwide.com
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2. Elements:
 Leaders and Organisations
 Demographics and Workers
 Trends and Practices
 Implications for Recruiting
 Your Questions
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3. 97% of CEOs
see Talent as the
Most Critical Factor
for business growth
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4. 100% of HR Managers and Recruiters agree!*
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5. *NOT A PROVEN FACT,
But a strong possibility …
do you notice a disconnect somewhere in the
process?
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6. “…for organisations to be successful in the
coming decade, a radical rethink of policy and
processes may be required.”
From:
PricewaterhouseCoopers pwc.com/managingpeople2020
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7.  Companies have Global Structures
 Global Brand = Global Company
▪ Accenture has 2000 back office workers in the Philippines
▪ GE has 29,000 R&D and IT support workers in India
▪ Intel has 5000 in chip design in India
This list could be virtually endless.
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8. Global Brand…Global Company
UK Global Brands: Vodafone, Barclays, Burberry, BBC, British
Airways, Jaguar, Rolls Royce Group….
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9. Major Demographic Shifts are Underway:
 Emerging market growth is outpacing developed economies
 Of the 30 most populated cities in the world in 1950, only 19 remain, and 11
new cities have emerged.
 Cities are the “Core of Job Creating Energy”
- Jim Clifton, Chairman of Gallup
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10. Projected Largest Cities by 2025:
1. Tokyo
2. Mumbai
3. Delhi
4. Dhaka - Bangladesh
5. Sao Paulo
6. Mexico City
7. New York
8. Kolkata - India
9. Shanghai
10. Karachi - Pakistan
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11. Major Demographic Shifts are Underway:
 Degreed professionals and experienced managers will be retiring in record numbers
in the next 10 to 15 years.
 There are not enough degreed graduates to replace the talent leaving.
 Shortages of Critical Skills…Engineering, Scientists, Chemists, IT, Health
 This is particularly true in much of Western Europe and in North America.
 Talent will need to be resourced from outside of Europe and N. America.
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12. Employees are changing their expectations:
 Employees desire more flexibility of work hours and locations
 Employees have become more comfortable with contingent work and a
“freelancer’s” work arrangement…while many don’t prefer it, they have
become accustomed to it.
 Cultural fit within is key to employee tenure and success.
 Employees will change jobs every 3 to 5 years.
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13.  Mobility and Openness Abound
 Outsourcing is Mainstream
 Product and Project Lifecycles are Shorter
 Employment is NOT a Lifetime Decision
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14.  Mobility and Openness
 Rapid and Open Communication
▪ Skype
▪ Twitter
▪ Facebook
▪ SMS
▪ IM
 Cheap and convenient travel
 Immigration Regulations Align with Business Needs
 Contingent and Temporary Assignments
 Fewer Closed Societies
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15.  Outsourcing is Mainstream
 Major Global Employers
 Large Numbers
 Core and Non-core Processes
 Countries and Companies have organized themselves to service the
needs of those outsourcing.
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16.  Product and Project Lifecycles are Shorter and
Employment is NOT a Lifetime Decision
 Employers need experienced teams to ramp up quickly and then move
on.
 Talent is not about the life of the employee, but rather the life of the
project/product.
 Employers want speed and effectiveness from teams focused on
defined timeline projects.
 Contract workers, Contingent worker, freelancers, outsourced project
teams and consultants preferable to a hire and release method of
staffing.
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17.  Talent shortages will be severe in the years ahead
particularly in technology, healthcare,
accounting/finance, engineering and science.
 Work can be done anywhere, anytime, in many
ways.
 Global connections will be required.
 Sophisticated, virtual, and global candidate
sourcing will be expected.
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18. Recruiters will increasingly be THE gateway to Global Talent
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19.  Local/Regional/National
 Recruiters needed:
 Physical space and presence
 Face-to-face meetings with client and candidates
 Locally sourced talent as “desired and best”
 As a result, clients had:
 Access to limited local talent pool
 The same talent moved/reshuffled
 Recruiters operated by:
 Running print ads/web ads
 Posting on Job Boards
 Searching their private databases
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20. bal Requirements
 Recruiters will need:
 Comprehensive online impact
 A virtual workforce using remote connection tools
 Worldwide talent pool for many jobs
 As a result, clients will get:
 A broad array of talent options
 Talent at a wide range of skills / skill levels / geography
 Recruiters must plan for:
 Social networks that really connect talent
 Virtual relationships
 Operating a business in global markets
 Cross- cultural understanding of norms/customs/assessment
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21.  Recruiters are Market Makers of Social Capital
 Social capital deals with relationships and mutual expectations
 Social capital can be as important as financial and human capital
 Recruiters are Ethnographers
 Recruiters discover and analyze cultures
 Recruiters learn about history, language, ritual, symbols, and tacit meanings
 Recruiters are Elite Salespeople
 Switching jobs is among the highest-stakes of all sales situations
 Recruiters are experts at managing both the factual and emotional levels of decision
making
 Recruiting looks easy, but mastery takes time and is difficult to replicate
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22. What will happen? Ways to leverage or profit?
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Sponsored by Main Sequence Technology, Vendor of
NPA, The Worldwide Recruiting
Network www.npaworldwide.com