Being from an Indian family where 80 percent of men are working in the Middle East and some others in the U.S., I pretty much know how their international job search process was.
Posts Tagged Global Workforce
Human capital concerns, building global brand recognition, anticipating and meeting diverse consumer needs, engaging audiences and advertisers, and ensuring business integrity and trust are key to capitalizing on emerging global market opportunities, business leaders said recently.
Leaders in communications, finance, media and technology shared strategies and challenges they’re facing in emerging global markets at the 2013 Global Diversity Leadership Exchange, held Feb. 6, 2013, at the New York Stock Exchange here.
U.S. Citizenship and Immigration Services (USCIS) announced March 7, 2013, that the official revised Employment Eligibility Verification Form I-9 will be made available in the March 8, 2013, Federal Register.
Employers should begin using this new form immediately. The new Form I-9 will contain a revision date of 03/08/13. The revision date is located on the bottom right-hand corner of the form.
Final Changes to the Form I-9
At the start of 2013 the global economy has two speeds: sluggish growth in the developed economies of Western Europe and North America and rapid economic expansion in developing nations. These two economic speeds are creating myriad challenges for business leaders and human resource practitioners as they seek to find the right mix of talent to remain competitive and adapt to the highly volatile global marketplace.
A majority of global employers are less confident about adding staff this year than they were at the start of 2012, suggesting a more difficult time ahead for international job seekers, according to ManpowerGroup’s first-quarter 2013 Manpower Employment Outlook Survey, released Dec. 11, 2012.
Changes in maternity rights, agency work, data protection, executive compensation and immigration laws were the main trends seen in employment law globally in 2011, according to the Global Employment Institute (GEI) of the International Bar Association. GEI asked lawyers from 40 countries to respond to 20 questions about the most relevant changes in laws involving employment, discrimination, immigration and industrial relations in their countries during 2011.
U.S. employers often treat “the holiday season” as the period from November to January each year, says Mark Fowler of the Tanenbaum Center for Interreligious Understanding, and design policies to fit U.S. norms. But these practices can exclude those with other religious beliefs.
While the number of employees on international assignments has remained relatively stable over recent years, the percentage of “global nomads” (employees who move from country to country on multiple assignments) and long-term expatriates has increased, causing challenges for employers when it comes to providing expatriate benefits.
While women and men in Asia have high career aspirations, more women than men experience lack of workplace flexibility as a career obstacle, according to the study Expanding Work-Life Perspectives: Talent Management in Asia.
There is "a significant, across-the-board increase" in the number of workers seriously considering leaving their employer, according to a global survey released in April 2012.
Each day, the 39 Filipino nationals worked up to 16 hours at South Florida country clubs, golf courses and restaurants that cater to a wealthy clientele.
Each night, they returned to crowded homes in a quiet residential neighborhood in Boca Raton where food was scarce and barely edible.
“You cannot build a reputation on what you are planning to do.” Henry Ford’s words are resonant in a time where HR leaders are tasked with a myriad of planning activities: strategic action planning, performance plans, development planning, succession plans. Planning is important, but it is how your plans translate into reality that builds your reputation.
As talent demands and searches become increasingly global, organizations face growing pressure to deploy talent strategies that can scale for size and efficiency and focus on regional markets, according to recently released research from Deloitte Consulting.
Last month, we chatted about what global leaders need to know—Intellectual Capital, Psychological Capital, and Social Capital--and where to start with their development—by leveraging development opportunities and tools already in your organization. Once you’ve identified existing resources, what do you do with them?