Intro to the Top Ten Tips...

Each month, Tim posts his 'Top Ten Tips' for HR practitioners on various subjects. This month's subject is 'Recruiting overseas talent to your organization…how to plan for a successful hire'. A list of subjects for forthcoming months and links to previous subjects can be found at the bottom of this page.

Be aware that an expatriate, or 'third country national' hire is a long term investment that requires some hiring process stamina. Don't rush it;

Ensure that there is solid Management support for overseas candidates and that a real job exists that will challenge the successful recruit for several years. Plan a succession/exit strategy in anticipation of the assignment concluding after 3-5 years. Be reasonably sure there will be another posting for the incumbent;

Review any incidence of prior overseas hiring. Reflect on what appears to have gone well and what requires change to the overall employer-employee experience;

Focus on the candidate's whole family and the opportunities/obstacles for a successful induction to Canada;

Be sure to do the upfront research with the Immigration Authorities so that the line manager and nominated candidate know what steps are remaining to complete the candidate approval process;

Formulate an Offer of Employment so that it is fully conditional upon receiving the appropriate Federal/Provincial Authorities' permission to 'land' in Canada;

Take the opportunity for the preferred candidate and his/her family to visit Canada for a comprehensive look at the local facilities, both at the workplace and in the community;

Assign a 'chaperone' who will be the colleague charged for, say, the first six months to spend additional time with the new employee's family to help them with the 'extras' to adjust. This should be a learning privilege for the 'chaperone', not a chore...so choose the nominee carefully;

Set clear objectives for integration to the workforce so that both parties understand their expectations and 'surprises' are minimized;

Expatriate hires are a great investment as well as a high-cost resource item. Set yourself and the candidate up for long term success as defined in your organization.

Timetable 2000/2001/2002/2003 ... Top Ten Tips

Month	Subject
June 2003	Key steps to setting up your company's first incentive program
May 2003	Recruiting overseas talent to your organization…how to plan for a successful hire
April 2003	Relocation/transfer policies...how to keep your moving policy relevant, competitive and well-managed
March 2003	Communication of HR Objectives...how to maximize impact with employees
February 2003	How HR can start and finish the year with an improved report card
January 2003	Setting up the company's Labour Strategy...how to construct the framework in a business context
December 2002	The contract HR Executive - how to add value
November 2002	Performance Reviews - why Managers and Employees fail to do a good job
October 2002	Severance/Dismissals 'for Cause' - how to strike a balance
September 2002	Developing HR staff for the medium term...how to build the right HR skills for HR's clients for the balance of this decade
August 2002	How to make an external 'Coach' a positive work experience
July 2002	How to prepare for that job offer. What is the appropriate etiquette?
June 2002	How to stay 'pumped' when you are between jobs and the immediate prospects look tough
May 2002	Enforcement of substance abuse infractions - do's and don't's
April 2002	Substance Abuse in the Workplace - Generic Rights & Responsibilities of all parties
March 2002	Post-interview evaluation and feedback. How to add value for your clients
February 2002	Behavioural Interviewing: sense or nonsense? How to get the best from improved hiring techniques
January 2002	Recognition Programs - the right set-up for employee acceptance and corporate success
December 2001	HR work habits for 2002. The need for reform
November 2001	Downsizing aftermath...how to keep the survivors focused for the future
October 2001	How to plan strategically for downsizing, maintaining HR's credibility and employee loyalty
September 2001	Collective Bargaining...now you have the deal, how do you make it work?
August 2001	Managing Consulting Costs...how to keep hold of the reins and avoid surprises
July 2001	Expatriate Career Assignments...how to manage the risk and improve the odds of a 'win/win' for employee and employer
June 2001	Part Two of 'Browsers' Choices'... some tips on how to migrate successfully from 'A' to 'B' in a prudent, yet urgent, manner
May 2001	Part One of 'Browsers' Choices'... a summary of the 'new & old world' of HR business
April 2001	Managing promises and expectations during the "R" word
March 2001	'High Potential' Employees...how to ensure they don't sit out the game, then leave
February 2001	How to write really useful Job Descriptions...connecting the business dots
January 2001	Outsourcing...the 'Catch 22' for HR Managers
December	Spreading scarce bonus/incentive dollars...best bang for the buck
November	Ethical Practices in Performance Appraisal & Related Salary Admin
October	Stock Option Plan Design in private companies heading for an 'IPO'
September	Key Lessons in 'Downsizing'...maintaining business & employee relationships under difficult circumstances
August	Grievance management in unionized and non-unionized workplaces
July	Business Planning in HR...how to flex HR's muscle
June	Settling post-termination disputes; mutual gains
May	360° Feedback...is it right for you?
April	Harassment in the Workplace...practical considerations
March	Interpersonal Conflict in the Workplace