Companies increasingly want to understand how they can identify candidates around the globe who will be successful in their roles. But global recruitment and assessment is still a work in progress and global rarely means “everywhere, now.” 

When it comes to global recruiting, companies are discovering a key lesson: it often doesn’t work to just go local. According to a new Korn Ferry study, companies may try to shortcut the globalisation of their recruiting assessments by finding successes in single markets and trying—unsuccessfully—to “cut and paste them” around the world. We found that a more centralised approach can be more successful.

By developing a global approach to recruitment and standardising their assessment services, companies will find more than just cost efficiencies. They also will see that they can assess applicants in a consistent way, all around the world. This means they can look for the same core skills and behaviours in every country while adapting for local markets. Whatever roles they’re recruiting for, and wherever those jobs are, they can identify and hire the people who are most likely to excel.

As the study points out, everything from government deregulation to digitisation has fuelled global trade and opened up opportunities to find strong markets in nearly every corner of the planet. But going global, the study says, isn’t just about where organisations operate—it’s about how. As businesses expand overseas, the more successful outfits are choosing to centralise their core processes, such as human resources, finance, and sourcing. This allows them to create consistent approaches for necessities such as recruitment, then oversee them from the centre. And it means they can save money by buying goods and services centrally.

Assessment, too, may be a function to centralise and standardise, our study has found.

Assessment may be a function to centralise and standardise, Korn Ferry study has found. Click To Tweet

The study outlines steps that can optimise organisations’ approaches, urging them to consider aspects such as language and cultural differences; challenges in expectations, both by candidates and in job roles; and the applicant experience. The study underscores the importance of organisations’ use of “socially valid” assessments—measures that are informative, participatory, transparent, and responsive.

It also is mission-critical to involve appropriate stakeholder colleagues, especially in human resources and legal departments, in changes in assessments, recruiting, and hiring processes, the firm finds.

Organisations that do business around the globe also may wish to partner with external experts as they develop and put in place a worldwide assessment plan. It’s important that these partners can provide validation of their assessments, and that they truly have the resources and reach to appropriately assist companies in shifting their processes.

In our new report, It's Good to Go Global, we outline 7 steps that will help you assess candidates globally in a consistent way and improve the recruiting and hiring of people with the right skills, values, and behaviours-all around the world.

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About Contributor

Matt Chaplin is a Senior Client Director for Korn Ferry Advisory, Australia. He helps organisations attract, select, develop and retain the right talent to deliver on their strategy. He is an expert in designing and implementing talent assessment programs.

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