Many New Zealand companies find it a daunting and time-consuming task hunting for overseas talent because they don't know where to start looking, says Robert Walters managing director Richard Manthel.
But as there are skill shortages in the country and New Zealand needs to compete internationally, sometimes companies do need to source people from other markets.
Carmen Bailey, consultant director at Emergent, says her recruiting organisation does not think that overseas staff are being targeted well.
``Some employers are still thinking it is an employers' market, which it most definitely isn't at the moment,'' she says.
``I am also not sure how salaries stack up for international talent, so the most likely is for us to attract people who have made the decision to return to New Zealand for lifestyle reasons so money isn't a key driver.''
While interviewing candidates for a senior role in Sydney recently, ``we were considerably out in terms of salary when you take into consideration exchange rates. So unless you are offering an exceptional brand to work for, such as an Air New Zealand, you will find it hard to compete on the international market.''
Manthel says a lot of companies simply put up a job advertisement and expect it to work for them.
``To be successful, companies need to explore many different sourcing channels.''
Michael Barnett, chief executive of the Auckland Regional Chamber of Commerce and Industry, agrees that New Zealand companies don't generally recruit overseas talent effectively. It's partly because of old-fashioned views of what companies require, he says. However, universities have recently responded to the flexibility and versatility of global markets when it comes to qualifications required for jobs.
Joint degrees in subjects such as law and marketing, or accounting, law and other matches, help their students become more employable.
``Employers, on the other hand, have been slow to change and still have the old job-descriptors on paper and in their minds, which limits the way they market their roles,'' he says.
``Advertising the role has similarities to promoting a product and employers need to be imaginative in the way they promote the product and the story they tell.
``Be boring or unimaginative and you will get what you deserve _ there is competition out there and the best product and story will attract the best talent,'' Barnett says.
Manthel says some companies are doing a good job recruiting overseas because they have a proper strategy in place and employ the right people to do it. ``It is really difficult to hunt good people down. The days when people came to you are long gone.''
He says that much of the world's top talent doesn't consider New Zealand a desirable place to work.
``It's too far away and the package they are offered is not high enough.''
He says there are companies that do create attractive packages for people such as engineers and telecommunications specialists.
``Some have three- to six-month contracts and are provided with accommodation. After their contract has ended, they move on elsewhere.''
Manthel says companies need to invest the time and money in recruiting top workers. He says Robert Half has ``three staff on our international team. Presently two of them are in London talking to candidates who are Kiwis considering coming home.
``We keep in contact with about 5000 Kiwis abroad ... So when they decide to come back we can introduce them to companies who need their skills.''
Different strategies are required to recruit non-Kiwis. ``We need to meet them and show we're serious.''
Manthel says a lot of companies don't do forward planning. ``They suddenly decide that they need a skill set immediately. When we're talking to someone who's not a New Zealander it takes time, even months.''
He says companies should at least put in place medium-term planning. ``If you're going to embark on a project in six months' time, you need to start recruiting now.''
It's about knowing what skill sets are needed, being able to use multiple recruitment channels and having the ability to contact people of interest. Manthel adds that internet and social media have made things more complicated for recruiters.
``It can be a minefield deciding what [website] to post job advertising on ... It's about knowing where to look, how to network.''
As far as the Government is concerned, Manthel says the immigration service is excellent. ``Both access and advice we get from them is good.'' He is surprised when he hears recruiters blame immigration services for their lack of success. ``If a person needs to be in the country and has a skill set that is required, things move very quickly.''
And when companies do bring people into the country, they need to know that that is not the end of their obligation. ``[Companies] who are bringing in people from off-shore need to be aware of the needs of their new staff members in order to keep them here. They and their families may need assistance in settling in New Zealand.''
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