HRSMARTER GROUP INC.-HRSMARTER GROUP INC

The day before yesterday, the company had three overseas offers, with three candidates joining clients in the United States, Singapore, and Germany. As domestic traffic peaked, going overseas is becoming a new growth consensus, which can be considered a trend. We do have some differences from domestic recruitment when helping overseas companies search and collaborate with clients. Therefore, in response to the frequently asked questions from clients and how to use headhunting to solve cross-border talent issues, we express our opinions and hope to help more overseas companies take off better under the overall trend, as well as take root and thrive overseas!

How to catch the fast train of global economic recovery is a question that many domestic enterprises are considering.

On the one hand, there is a constantly growing overseas market cake, and on the other hand, the talent team building cannot keep up. It has become crucial to overcome the difficulties of talent recruitment by going overseas. In this context, Ruizida not only established an overseas job delivery team in China, but also officially established a headhunting company and team in Silicon Valley, focusing on overseas talent recruitment, accompanying customers to solve various problems during the overseas process, and assisting in the talent and business landing of overseas customers.

Have you researched how much it takes to build an overseas team?

The first step to going global is to build an overseas team (excluding those who serve the overseas market in China). However, salary, corporate culture, localization, and other factors have become the first obstacles encountered by companies in their overseas journey.

Chinese companies often hire sales and FAE technical service positions overseas, and the secret to quickly settling them is to "trade money for time"? Many companies recruit for the same position based on the salary and benefits of local enterprises, but think about "how can foreign companies acquire talent in China in a short period of time? Similarly, why do locals choose Chinese companies? There is only one factor, 'absolutely good salary', and we cannot rely solely on 'discussing ideals and development'. If you want to find good people to explore the market, no matter how many disadvantages our company has, the first stage must pay attention to the attractiveness of the treatment. Because this is actually a more cost-effective way, it is much better than hiring a bunch of second-rate people without results, wasting a lot of time and costs, increasing trial and error costs, and missing opportunities, saving a lot of money.

If we continue to build overseas teams based on domestic culture, salary, and communication style, we will inevitably encounter obstacles. For example, if the same qualifications are given to American candidates with an annual salary of 300000 in China and converted into an annual salary of 50000 US dollars at the US dollar exchange rate, we will definitely not be able to recruit people. Normally, we do not look at the exchange rate, and the annual salary in China is 300000 US dollars, In fact, it is more advantageous to attract talent with a corresponding amount of 300000 US dollars abroad (we recruit a junior headhunter in Silicon Valley with an annual salary of around 80000 US dollars, excluding bonuses and commissions), including overtime requirements, which Huawei has a good reputation abroad.

The person is right, and the way out is also smooth

To recruit the right person, first confirm the recruitment manager responsible for recruitment. It is recommended not to arrange a domestic HR to be fully responsible for overseas recruitment in order to save money, especially for those who are in China. Some companies think that it is enough to go to an HR to be responsible for recruitment in order to save costs, but there are actually many problems like this. It is difficult to grasp soft and hard factors such as regulations, customs, and local preferences in a short period of time, often delaying the opportunity to speak up, and easily transmitting incorrect overseas market information that affects high-level interpretation, which is not worth the loss.

It's really not reassuring to recruit Chinese who have been working as HR personnel in overseas and local areas for many years, and to adapt to the HR team sent to China for a period of time.

Then, in the fierce competition for talent, the first question facing overseas companies is: recruiting local Chinese or locals?

A typical case. A Chinese company recruited two local HR executives from the United States, both of whom were locals, but left after less than a year of employment. The reason for this is that they attempt to influence Eastern decision-makers through the logic of their own people, and the culture of Chinese enterprises does not change quickly due to a single region, which leads to significant collisions between the two sides. Once they cannot endure the pain period, they often end up failing.

In contrast, another company recruited HRD for the European market, who is a Chinese who has worked and lived in Italy. They not only understand the local market, but also play a good role as a coordinator within the company

Always find the right person by selecting talents without any restrictions

When recruiting, clients often want to hire outstanding candidates on the market. But are these excellent talents suitable for current companies or teams?

How to decide what kind of person is suitable, we need to analyze it according to the situation. For example, for startups that are just starting out, those who possess entrepreneurial spirit are suitable for this type of company. And the talents in big companies such as Apple and Google may have become accustomed to the way big companies do things, and their thinking and psychology may not be what these companies need.

If the company needs someone with localization experience, it can consider candidates from large companies.

In fact, we have found that clients are not always the same. In order to have someone advance the work as soon as possible, the recruitment needs of clients often change in this way: at the beginning, there is a clear requirement for specific company and department work experience; After discovering that the talent pool cannot meet the requirements, it evolves into only requiring specific company or functional experience; If we still cannot find a candidate who meets both the soft and hard conditions, it will become a reference candidate's comprehensive abilities such as learning ability, language ability, and market familiarity.

In addition, from the overseas talent recruitment market in recent years, cross-border recruitment is an effective strategy. Cross industry talent spillovers are increasing, and some functional positions that are not very restrictive to the industry, such as HR, TR, legal, finance, and management positions that focus on customer resource accumulation, such as sales, can be considered for cross industry recruitment when the talent supply in this industry is insufficient. We also have some successful experience.

What is the difference in perception between overseas candidates and domestic candidates?

Firstly, China's laws and regulations, employment environment, and economic environment are completely different from those of European and American countries. Moreover, the environment in which Europeans and Americans grew up and the impact of their education on them are also very different from those in China, which leads to differences in their attitudes towards work compared to those in China.

For example, unlike Chinese people, European and American people have good obedience, and leaders say what they say. They often express their opinions directly in their work, and even argue with their superiors for their own opinions. Most of the time, debates between European and American candidates are just about expressing their opinions, but in the eyes of many Chinese business managers, this is a challenge to leadership authority.

For example, in Europe, the pace of work is very slow, and during the summer vacation in Europe, there is no one to find. In Germany, exceeding the statutory working hours is illegal. Some companies and positions with flexible working hours can take leave after reaching the statutory working hours, and the employee on leave disappears. Chinese companies, on the other hand, have long been accustomed to the compensatory leave system, even 996.

Overseas candidates are generally difficult to contact after holidays or work hours, and arranging work during holidays may be considered as infringing on their rights.

A well-known example is that in June 22, a "cultural conflict" between TikTok's Chinese management team and London employees triggered a wave of resignations, with dozens of London employees collectively leaving TikTok. Mainly from

Why do overseas companies recommend prioritizing headhunting recruitment and what are the benefits? Which aspects should be considered and chosen from?

Although the cost is relatively high, it saves time and recruitment agencies can often provide you with accurate information about the overseas talent market. This not only helps companies find people, but also provides good local information and employment consulting services. This can save a lot of consulting fees, reduce detours, and actually save money.

Firstly, it is necessary to have a localized search team. If only a domestic headhunting team is set up, there may still be gaps in providing customer search services due to time differences, cultural differences, and other factors; This is also why we started setting up a domestic delivery team, but established a headhunting company in Silicon Valley in the United States in 22 years, mainly based on meeting customers' faster recruitment needs.

Secondly, familiarity with the industry in which the enterprise is located. The entire recruitment industry is now vertical, and each company is familiar with different fields. We are familiar with the talent distribution, enterprise needs, current trends, and where to find people in these industries. Our current expertise is in sub industries such as the Internet, new energy, intelligent manufacturing, and medical biology. In these industries, we have over a hundred headhunting consultants in China who have been serving and deeply cultivating for many years. Whether it is talent accumulation or industry awareness, it is helpful for cross-border recruitment of overseas enterprises.

What are the common overseas talent service methods used by headhunting companies and how are they charged?

There are usually several types of service methods, one is high-end headhunting services, which solve some high-end or professional talent recruitment problems. Another type is the demand for large-scale recruitment services, such as some local companies that do not have HR and need recruitment outsourcing, they will package the entire recruitment process to us, which is called RPO. There is another type where there is no local entity registered company, but local employees need to be hired and outsourced. The service methods mainly fall into these three categories, which are also the types of business we can currently serve.

Our domestic headhunting fees are basically around 20%, and there are also some differences for each region outside of China. For example, headhunting fees in the United States and Europe are around 22-25%, while headhunting rates in Singapore are around 20-23%, rarely reaching 25%. In some emerging markets, such as Malaysia, Indonesia, Thailand, Vietnam, and Africa, it will be even lower, at around 18-20%.

Will there be a certain basic service fee charged in terms of charging mode, or will it be charged after finding someone?

These are two different service modes. In Europe, most companies have a prepaid model, mainly because their strategies are often not very clear at the beginning, resulting in easy replacement of employment needs. If they only pay based on results, it is easy for headhunters to lose everything. Alternatively, in addition to finding suitable individuals, headhunters need to conduct thorough research and provide market reports, which requires a prepayment. For positions with greater certainty, the operation is the same as in China, where payment can be made once hired or twice; The warranty period varies from 3 to 6 months depending on the level

As more and more Chinese companies go global, we also hope to accompany them to achieve success in overseas markets. Ruizida HRSG's overseas delivery team has rich customer service experience, is familiar with the laws and regulations of different overseas markets and talent situations, assists customers in efficiently building an overseas talent team, and assists customers in landing talent after employment, helping them understand the local market, adapt to corporate culture, quickly pass the transition period, and promote business growth.

We also have a headhunting team in Silicon Valley that can assist clients in providing additional services, such as assisting in pre preparation work such as company registration, office location leasing, and bank account opening. In the early stages, it is possible to optimize and assist clients in resolving personnel positions such as recruitment managers, which can help clients carry out their work more smoothly.