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Organisations Must Combine Centralised Command with Local Delivery to Engage Top Tier Graduates

Sandrine Miller

To review the original article click here 11th Jul 2018

Global organisations must combine centralised command with local delivery if they are to effectively engage top graduate talent, according to the latest research from talent acquisition and management consultancy Alexander Mann Solutions.

The report, ‘The Next Chapter: Your New Global Graduate Programme’ also highlights how many firms rely on ‘volunteer armies’ to disseminate Employee Value Proposition messages internationally.    

While most organisations which took part in the research have a relatively small central team, usually based at their international headquarters which sets policy and direction, all recruitment teams rely very heavily on local, non-HR personnel for face-to-face engagement with potential hires.

The research also showed a wide divergence of thought on necessity for, and the implementation of, a truly global Employee Value Proposition.




While some organisations were found to be firmly committed to a very definite corporate culture, guidance from other firms is often vague, with central teams even turning a ‘blind eye’ to actions of local operators. However, all agreed there needs to be tailoring of messages, and their delivery, to take into account local cultures, regulatory environments and education systems.

“While a global Employee Value Proposition still appears to be regarded as important, there seems a growing trend towards honing in to essential elements and then allowing for local tailoring to ensure that it remains relevant and impactful,” Sandrine Miller, Global Head of Emerging Talent Consulting, Alexander Mann Solutions, said.

“All of the organisations involved in the research were committed to the idea that the calibre of individual that entered an international emerging talent programme and the quality of work and training they would subsequently experience should be consistent around the globe,” Miller said. “However, most habitually define what messages can be amended outside of core values, particularly those which have varying identities in different countries or regions which mandates the need to shape a local message to resonate with that identity.”

 

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