What if a valued customer wants you to do a project or support them from a new location where you do not currently have an office? Yes, research will be needed! But there are so many things that may be important, where would you start? This resource I am sharing is a handy starter-list for the research that HR is often expected to do.
The topics covered in the attached checklist include the following areas:
And in each case, the checklist contains the aspect to the left and leaves you some space to jot down notes pertaining to your company and your plans. (See example below) That way you can quickly create your next-step plans following your research.
Some points to ponder:
Trying to answer the question about how much to pay employees you plan to relocate to the new office – calculate their entire package before you start. Add in all benefits they are getting which may not be cash in their hands i.e. health insurance, pension contributions by the company etc. Considering the full package is the starting point, not the annual salary only.
Look for local tax breaks that may be available to those you plan to relocate. In some countries they may be able to pay lower personal taxes.
If the local language is neither English nor the language spoken at the office your planned expats work now – how can you help them learn the new language? Even if all business is conducted in one language, the planned expats would need to set up their lives locally including trips to the supermarket, making local friends, and finding local information online. Being able to understand some basic words or say some basic phrases in the local language could be very valuable as they get settled there.
How can you minimize the carbon footprint of that new location? Limiting flights in and out of that new office and only placing expats there when the work cannot be done remotely or using modern tools and platforms to accomplish business objectives and outcomes.
The shared resource above is a starter-list and may not include all the aspects you need to look at before mobilizing. It is a great tool for doing a high-level review of a location under consideration for a new office or site.
While you can find a lot of the information you need online, I strongly recommend engaging with recognized experts in establishing operations abroad. Laws change, new trends emerge which have not yet made it into laws and websites are not always updated in a timeous fashion. So do your own research (using the checklist above) to understand the “lay of the land”. If you want to go further, engage with experts who may be able to advise on additional aspects and possible solutions which you may have missed in your own first-pass research efforts.
After interviews have taken place you will want to take a few more steps before you decide whether to make an offer to one of the job candidates you have for a vacancy. You may want to ask candidates to complete assessments or you may want to get the perspectives of their former colleagues before you make a decision.
Additional steps after initial interviews or between rounds of interviews could include:
Tests or assessments.
Practical exercises like a business case or even a presentation to be made to some senior leaders or experts at your company.
Reference checking with former colleagues, former direct reports or former supervisors of the candidate(s).
The (download) template I am sharing below contains a few questions to help you understand whether one candidate may be preferred compared to another given their experiences and approaches.
Background checks are used in some countries but can be harder to obtain in countries or regions where data and privacy protection laws exist. In most cases, criminal background and/or financial history information can only be obtained if the prospective employer can show a direct link between the requirements of the role and the information it wishes to obtain. Reference checks are typically easier to conduct in most countries, but be mindful of the kinds of information that you would be reasonably able to obtain given local laws.
Be mindful to:
Ensure that you notify any impacted job candidates (i.e. in areas such as Europe) about the data you wish to obtain and how you would process this data to avoid the risk of non-compliance. Job candidates need to know this at the start of the process and they must (actively) agree with your proposal for collecting data before you are able to proceed.
Ensure that all data obtained during the recruitment process is archived or destroyed after the process has been completed for a specific vacancy. All HR personnel who deal with such data would need to understand that this also includes any data that have been saved to their individual computers during the process.
Make sure the data you wish to obtain is relevant to the hiring decisions you wish to make. And make sure that those who would speak with candidates or possible referees can explain the connection.
Assuming that you have taken all precautions to ensure you are not incurring any risks with your planned reference checking approach, use the questions you have selected (the download template above can help) when you contact the list of referees provided by the job candidate.
You can use the template in a few ways:
Set up a time to talk to each referee via phone or Skype and go through the questions, capturing his or her responses.
Send each referee a form and ask him/her to complete it and return it to you – typically via email. Be aware that this approach does not offer you much opportunity to ask further questions to clarify without creating a few extra emails to the original string.
Set up the questions as an online survey (for example using www.surveymonkey.com) and share the link with referees. Note that data interpretation may be an issue here – not knowing what a referee meant by a specific score or comment. This also means you would have to contact referees again to clarify feedback. One way to improve data interpretation is to build in comment fields to explain scores.
Finally, it is important to understand that a reference check is just one of the data points that could support decision-making related to hiring the best candidate for the vacancy.
Feedback may be incomplete for a number of reasons:
The referee wishes to avoid any unpleasant situation with the former employee and wishes to be cautious in his/her responses.
There may be laws in the country which specifies what referees can or should say and what they cannot comment on.
The previous company may have clear policies about what can be shared by referees, which may be limited to job title and years of employment at the company.
Getting feedback from those who previously worked with a job candidate can still be valuable – understanding how the candidate’s knowledge or work methods would fit in with the job requirements or the company culture. For this reason, it can be good to get more perspectives. Just be aware of possible risks given the changing legal environment as you obtain feedback from referees.