Immigrants in the U.S. and other developed nations need better jobs skills, according to an October 2013 report from the Migration Policy Institute, a nonpartisan think tank based in Washington, D.C.
Posts Tagged Global Workforce
Globalization and outsourcing have led many U.S.-based organizations to expand their business operations internationally and increase their hiring of foreigners. Hiring foreign nationals brings an additional challenge: conducting an international background check.
The need for international screening occurs when:
There is a troubling mismatch between the talent needs of emerging markets and the desires and expectations of Millennials, according to research from PricewaterhouseCoopers (PwC).
The PwC report Talent Mobility: 2020 and beyond, based on data from 900-plus global companies, predicts that the number of workers taking on global assignments will increase by 50 percent by 2020 and that companies will need to carefully manage global mobility to respond to skills shortages, changing business needs and employee preferences.
Employers need access to top talent globally, and they devote significant resources to managing employee immigration, but they still face a variety of obstacles that inhibit their ability to hire skilled professionals in a timely manner, according to a new survey report.
Though they are much less frequently used than H-1B visas, and in spite of calls by employers to make visas more readily available, the Department of Homeland Security recommended curtailing availability of L-1 visas in an August 2013 report.
Integrating diverse perspectives is not synonymous with compromise. Compromise is defined as “an agreement or settlement of a dispute that is reached by each side making concessions” (Merriam-Webster). Essentially, each party has to give something up in a compromise. While compromise may be one way to integrate diverse perspectives where there are incongruent goals, many times in cross-cultural situations the goals are not necessarily incongruent. They are simply not understood or fully explored, leading people to assume compromise is the only way forward.
The rules on employers prepopulating or filling out any part of Section 1 of Form I-9 before employees have completed it have generated a fair amount of confusion recently because Department of Homeland Security (DHS) officials have, at times, made contradictory statements.
Adding to the muddle, the regulations and published agency guidance itself are not 100 percent clear on the issue of prepopulating Section 1.
As organizations have become more welcoming and, in many cases, keenly interested in actively recruiting diverse employees there is much discussion about what constitutes an inclusive workplace. This is a challenge for many organizations at the local and national levels.
When organizations go global, or have an international mix of diverse employees at a single location, inclusion takes on added complexity through additional layers of cultural considerations such as language, local cultural norms, and sometimes greater divides in socio-economic privileges among employees.
Assigning someone to a global role who is unprepared or disinterested in it can have long-term effects on both the individual and the company.
New Five-Year Visas for Doing Business in China
China’s Legislative Affairs Office of the State Council issued a proposal on May 3, 2013, that would introduce two new visas for qualified foreigners. Each visa would be valid for up to five years, significantly longer than the current options.
Global payroll administration has been made possible, at least conceptually, because of advances in technology, vendor service delivery models and global capabilities, wrote Jeff Brown, principal for human capital at Ernst & Young, in a recently published report.
But do multinational organizations agree that a truly global payroll solution exists?
Since the fall of Saddam Hussein and the Ba’athist ruling regime in Iraq in 2003, economic opportunities have begun to appear in the country, attracting foreign corporations to enter the still-turbulent state and undertake new operations. These opportunities have drawn primarily energy and construction firms focused on oil extraction and the connected infrastructure and logistical support these industries need.
What is the ultimate goal of talent management? The answer depends on whom you ask within the field. For recruiters, they may say it is to find the best people for the job. For trainers, developing employees for success in their current and future roles may be the end goal. At the HR director level, the goal may be retention and succession planning for the best and brightest. Talent management has many different facets, making it tempting to focus on the most immediate and salient goals within an HR professional’s job responsibilities. But all of these facets have one very important t
As the federal government has shifted the focus of worksite enforcement from unauthorized workers to the employers who hire them, there has been a steady uptick in government investigations, resulting in increased civil penalties, as well as criminal prosecutions of company executives, owners and managers. Yet employers who take the extra step of requiring additional documentation to verify a worker's legal status could face a different set of legal problems.