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Global Sourcing

Global Sourcing. David Creelman Creelman Research. Goals of this Session. Agree what ‘global sourcing’ means Outline the challenges (David) See an example of a tool (Gregg) Discuss the challenges (Groups) Decide how we can collaborate to move things forward (Denny)

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Global Sourcing

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  1. Global Sourcing David Creelman Creelman Research

  2. Goals of this Session • Agree what ‘global sourcing’ means • Outline the challenges (David) • See an example of a tool (Gregg) • Discuss the challenges (Groups) • Decide how we can collaborate to move things forward (Denny) • Also: Get to know who is doing what

  3. State of the Art • Global sourcing is still new, but some of the people in this room have been tackling the issue. • For a 50 year perspective, global sourcing is in tune with the macro-trends of globalization and specialization, it doesn’t seem like a wacky idea.

  4. Preview: Collaboration Example: “I want to work with a few other companies to figure out how to source in Eastern Europe. Who wants to work with me?”

  5. Global Sourcing Centralized unit (possibly with one or more satellite locations) regularly searching the global talent pool for certain positions. In particular positions that are critical or hard to fill.

  6. Where Local/Regional Sourcing Falls Short • When local talent pool is insufficient because • You absolutely must get the best talent (e.g. CFO, CEO) • Talent is very rare (e.g. scramjet engineers) • Local talent is thin (e.g. database analysts in Mali, carpenters in Alberta) • You are duplicating efforts • E.g. multiple countries sourcing geophysicists

  7. Global Sourcing as a Center of Excellence Recognizing that local units are poor at sourcing, the centralized global sourcing unit provides guidance and expertise for searching both local and global talent pools.

  8. Reality Check You may not need to do global sourcing, just focus on a few key regions.

  9. Framework: the challenges of Global Sourcing • You will dive into these in groups • I will introduce the issues quickly first

  10. Challenges • What jobs should sourced from a global talent pool? • C-level • Rare specialists • Any job with a regional shortage • Who should do the work? • A Global Sourcing Group • Local Business Units • Search firms

  11. Challenges • What is the business case for a centralized Global Sourcing Unit? How do we sell it to management? • Cost? • Effectiveness? • Confidentiality?

  12. Challenges • Where does this unit sit in the organization hierarchy? • Who does this report to? • Who initiates the reqs? • How does it get close enough to the client? • Who judges its performance?

  13. Challenges • Where should staff be located geographically? • Time zone issues • Language issues • Local knowledge issues • Need to keep a core of expertise physically close together

  14. Challenges • How do you staff this new function? • Can your existing staff be trained to do this sort of work? • Do you hire from exec search firms? • Can you afford them?

  15. Challenges • What countries will we seek talent in? • Truly everywhere? • Just OECD? • English speaking world? • Mainly Eastern Europe? Mainly Philippines? Mainly India?

  16. Challenges • Specifically – the real nuts & bolts – how do I go about sourcing in Poland? In South Africa? In Singapore? In Iran?

  17. Peek at Global Sourcing Toolkit • Gregg McCormick Group Vice President, Global RecruitingGartner Inc.

  18. Group Work • We will discuss the issues in groups. • You can go to any group you like. • Each group nominate a presenter who will concisely share the key ideas.

  19. Challenges: Summary • What jobs do we source globally? • What is the business case? • Where does it sit in the hierarchy? • Where should staff be located? • How do we staff this new function? • What countries do we source from? • How do we source in those countries?

  20. Collaboration • Who has an issue they would like to collaborate on? • What would you like TLI to do?

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