Everyone in the pool
Electronic tools have opened the door for even the smallest of companies to fish in the global IT talent pool. For instance, Matt Troyer, president of SmartMicro.com, a Web-based business that remarkets returned computer-related merchandise, recently contracted with a programmer in Russia named Alex to build the company's Web site. He found Alex through oDesk, which helps companies hire, manage and pay technology service providers from 40 countries.
ODesk operates an online marketplace where employers -- or "buyers" -- can post descriptions of work they need done. Programmers -- or "providers" -- can apply for the work. Buyers can also search for providers themselves, based on their own specifications. All providers are prescreened, and employers can view their work histories, feedback ratings and test scores.
ODesk also provides collaboration, communication and management tools. For example, programmers log in through the oDesk Workplace so that employers can see when they're online and even view screenshots of what they're working on at the rate of six snapshots per hour.
Troyer's main reason for contracting with a Russian programmer was cost. "Instead of $8,000 per month for a Ph.D. programmer, I'm paying a quarter of that, even with oDesk's added fees," he says. Troyer also pays a local programmer to review Alex's work for a couple of hours each week at $85 per hour. He says he finds it easier to manage Alex than a non-oDesk programmer, even one based in the U.S., because he knows exactly when Alex is working and what he's working on. Alex starts to work at 10 p.m. his time, which is noon in Troyer's Colorado Springs location.
According to Gary Swart, CEO of oDesk, about a third of the providers are from India, a third are from Eastern Europe, and another third are from the rest of the world, including the U.S. "We have guys working at Tata and Wipro during the day and then working through us at night," he says.
If you recruit them, will they come?
Attracting foreign talent also means paying attention to the attractiveness of your company brand. In the highly competitive Indian job market, for instance, many programmers might prefer working at Wipro, Infosys Technologies or Tata Consultancy Services rather than a U.S. or international brand, simply because the chairmen of those firms are regarded as national heroes, says Jay Crotts, a divisional CIO at Royal Dutch Shell.
"In some places, I can put out the Shell brand and everyone wants to work there, but in others, it's a liability," he says. In China and India, for example, Shell is a new presence and the brand needs more buffing. "They've heard of us, but we're new versus other oil companies that have been there for decades," Crotts says.
Little-known brands will have even more trouble attracting talent, says Allan Schweyer, president of The Human Capital Institute. "In countries like India, it's much more important than in the U.S. to work at a recognized company that brings you prestige," he explains.
Elements of a global style
When a company expands its IT recruiting efforts globally, it also has to revamp the recruiting or careers section on its Web site. A basic element to include on the home page, for instance, is a clear and easy way for visitors to access information that pertains to the country they reside in, including job opportunities, benefits and background information about the company's presence in that region of the world.
According to Kevin Wheeler, president of Global Learning Resources, good global recruiting Web sites also do the following:
-- Provide information in the local language or dialect.
-- Have a look and feel that reflects the country's culture and people.
-- Contain specific information on job openings in that country as well as opportunities for working remotely.
-- Spell out the employment benefits that pertain to that country.
-- Provide a consistent brand and image across countries, including information reflective of the company's general practices, values, mission and corporate culture, with additional localized information for each country and office.
Boring? Never!
According to Wheeler, the best global sites are interactive, to forge a closer bond between job candidates and employers. For instance, they might include screening tests and open-ended questionnaires to learn more about candidates, as well as videos or podcasts featuring employees' descriptions of what it's like to work for the company or in a particular job. Enterprise Rent-A-Car Co. even includes an online game for candidates to engage in.
"Usually, recruiting Web sites are the most boring things on the face of the earth, but the better ones are more marketing-oriented and include a variety of media experiences that you can listen to and watch or read," says Wheeler.