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A guide to recruiting from abroad.

Issued at 2010-10-25



Don’t rush things, especially when you’re recruiting from abroad says Philip de Belder.

If there is one good piece of advice I can offer to anyone who is thinking of, or indeed is already in the process of recruiting new personnel, it is this: “Take your time”. I know that the inclination is “We need someone good and we need them now!” But long experience in the metals sector recruitment business has taught me that patience and caution pays dividends. While hurried decisions can very often lead to expensive mistakes.

I’d pass on that advice to anyone, but it is particularly relevant if you happen to be looking for potential candidates from outside your own country. Changing jobs is stressful enough. Changing countries, embracing a new language and culture, and possibly up-rooting your family at the same time is something that requires careful consideration from all parties involved. In these circumstances, you’re not simply recruiting an individual, but you’re taking on a full family package.

Why though, should anyone consider looking overseas for their specialist personnel? Well, of course there are many reasons, not least being that bringing in talent from abroad can also introduce a different set of experiences, work ethics and skills that may not be available within your local region. In turn, this can be the catalyst for new ideas, growth and success. Which is precisely what every employer is looking for.

Recruiting from overseas is not always easy and I have heard of several disappointing failures. Only recently, for instance, when I was speaking to a company in Australia, they told me that not too long ago they had taken on a new employee from Europe, who subsequently relocated with his family to begin their new life ‘down under’. One month later, he left and went back to his homeland. The family could not settle! To make matters worse, under local laws the employer had to pay all the repatriation costs, and that was on top of the expense of the initial recruitment process, and of course they still needed to fill their vacancy.

When I asked the company if they had rushed through the original decision in bringing the man and his family over to start the new job, they admitted that they had. A big (and expensive) mistake.

Here are the de Belder Associates Ltd ‘Top Tips’ for overseas recruitment:

  1. Take your time. Don’t allow pressures to over ride prudence.
  2. Don’t rely on remote communication. Conduct interviews face-to-face. Preferably travel to meet the candidates in their own countries first.
  3. Create a short list and meet again. This time involve the candidates’ families.
  4. Sell your country as well as your company. Explain about the area, the community, education, health care, shopping, housing, leisure and the social life. Don’t hide any negatives.
  5. Invite the preferred candidate to visit you. Again include the family and let them experience what their new life will be like.

If, after all that, everyone is happy, the prospect of a successful recruitment campaign and a long-lasting and mutually beneficial relationship with your new employee is far more assured. http://www.debelder.co.uk

Five top tips to perfect your interview technique

Whether you’re the company or the candidate, the way you conduct yourself at the interview can be the difference between success and failure says Philip de Belder.

I doubt whether there is anyone working within the various sectors of the metals industry who has attended more job interviews than I have. It is my job after all. So I think that makes me well qualified to pass on a few tips and advice that could prove to be extremely valuable for those people sitting on both sides of the table.

Never forget that the primary purpose of an interview is to learn about one another, so don’t fall into the trap of believing that it is just the company interviewing the candidate. The reverse is also true and if the interviewer doesn’t perform well, then the interviewee is just as likely to reject them as a suitable option, as vice-versa.

So what are the rules? My top tips (for both parties) are:

  1. Dress appropriately. The interview, after all, is a business meeting so dress smartly and show respect for the other party. A business suit is the ideal presentation. Smart casual – possibly. But don’t turn up in jeans or outfits more suited to the pub or the beach.
  2. Present yourself positively. Be attentive, polite and respectful. Greet the other people with a firm handshake. Be businesslike in your demeanour. Show interest and awareness and don’t slouch or chew gum during the meeting. Your body language can make or break the chances of a successful outcome.
  3. Be aware of cultural differences. If you’re meeting someone from a different country or culture to your own be aware that they may do things differently to yourself. Be polite. Allow them to be themselves. And you be yourself. Don’t try to be something you’re not.
  4. Prepare for the interview in advance. If you’re representing your company decide exactly what information you need to obtain from the candidate. Then prepare the questions that will enable you to gain this knowledge. Also, be prepared to answer questions yourself. If you’re the candidate, find out as much as possible about the company you’ll be meeting. Arm yourself with answers to the kind of questions you expect to be asked. Be prepared to substantiate your answers. Don’t be afraid to ask questions yourself.
  5. Don’t use ‘industrial’ language. It may be appropriate in the workplace but it has no place at an interview and can easily offend the other people involved. It could even jeopardise the success of the meeting. http://www.debelder.co.uk

Source: De Belder



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