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International Recruitment Procedure

Hiring foreign workers can be a challenging and daunting process. Mission Manpower
Solutions' International Recruitment Procedure is designed to make it convenient, easy and
efficient for you to successfully hire foreign workers and professionals. With our 9-Step
Process, you can confidently rely on us for hassle free manpower recruitment and be assured
of continuous post-placement support.
OUR 9-STEP PROCESS:
1: DEFINING YOUR INTERNATIONAL
RECRUITMENT NEEDS
Our consultants work closely with you to fully understand the job description and job
specification. This is critical to ensure clear communication to our international recruitment
partners on the terms and requirements when sourcing for foreign labour.
2: FOREIGN LABOUR SOURCING
Our overseas recruitment partners will source based on the agreed requirements and
specifications. They will tap into their databank, network and advertise. Preliminary
screening is done to provide a pool of candidates for short listing.
3: SHORT LISTING
Suitable candidates go through a short listing process that may include language tests, trade
and skills tests, personality tests and assessment interviews. Resume information and
educational qualifications are also verified for accuracy. Once completed, we present you
with the short list for interview and final selection.
4: INTERVIEW & FINAL SELECTION
You complete the interviews and finalises selection from the short listed candidates. We can
arrange phone, video and if required, face to face interviews and assesments in the source
country.
5: CONTRACT PREPARATION
Selected candidates are notified and offered contracts. We can provide assistance to you in
preparing the contracts. Where candidates do not understand English, we have the contracts
translated to their local language. Terms are clearly explained to ensure no future
misunderstandings.
6: FOREIGN WORKER APPLICATION
We apply for the necessary work permits, S passes and employment passes and secure
approval for the selected candidates to work in Singapore.
7: LOGISTICS SUPPORT
We coordinate the selected candidates travel to Singapore, airport reception, accommodation,
medical examination, safety orientation courses and other arrangements needed fo them to
start work.
8: PRE-EMPLOYMENT ORIENTATION
Youre new foreign workers are provided with an orientation about working and living in
Singapore. This helps in minimising potential work place misunderstandings and problems.
9: COUNSELLING SUPPORT
We provide counselling support for the duration of the foreign workers employment in
Singapore. At the end of their contract, we will assist you to repatriate them home, or renew
their work permits for another contract term.
Contact Us
Contact us for a no obligation discussion:
Tel: (65) 6872 0179
Email: enquiries@manpower.sg

Our office address:
29 Mandai Estate
#07-09 Innovation Place
Singapore 729932
Useful Tools
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Employment/ S Pass Self-Assessment Tool
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Top 10 Reasons Why Employees Quit Their
Job
A Checklist for Talent Retention
By Susan M. Heathfield
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Employees quit their job for many reasons. They follow spouses across the country, stay
home with children, and go back to school. Those reasons are tough to address by an
employer because they involve life events in the employees world outside of work.
But, the majority of reasons why employees quit their job are under the control of the
employer. In fact, any element of your current workplace, your culture and environment, the
employees perception of his job and opportunities are all factors that the employer affects.
The best way to retain employees is to stay in touch with what theyre thinking. Are they
happy with their work? Are their needs for challenge, belonging, development, and
meaningful work met? Do they have the communication, problem solving, feedback, and
recognition that they need from their boss?
If you stay in touch with your employees, you can head off potential retention issues. But,
you must think about employee retention every day. Are the systems, processes, and
requirements in your company supportive of employees?
Do they support the most important needs of your employees for meaningful work, market
compensation and benefits, and the ability to have an effect on their work and workplace?
Most importantly, do they make employees want to stay?
Ask them. Hold stay interviews to determine why employees stay with your organization.
Then, pay attention to and enhance the factors they identify that keep them coming back
every day. Employees job search for a reason. Find out what it is before the employee
announces her departure.
Sure, a great opportunity drops into an employees lap occasionally. But, this is not the norm.
Provide that great opportunity in your company and know what that great opportunity is
to retain your best employees.
Here are ten critical reasons why employees quit their job. You can manage them.
Relationship with boss
Employees dont need to be friends with their boss but they need to have a
relationship. The boss is too much of an integral part of their daily lives at work for an
uncomfortable relationship. The boss provides direction and feedback, spends time in
one-to-one meetings, and connects the employee to the larger organization. To have a
toxic relationship with the person an employee reports to undermines the employees
engagement, confidence and commitment. A bad boss is also the number one reason
why employees quit their job. Here's how to get along with your boss.

Bored and unchallenged by the work itself
No one wants to be bored and unchallenged by their work. Really. If you have an
employee who acts as if they are, you need to help her find her passion. Employees
want to enjoy their job. They spend more than a third of their days working, getting
ready for work, and transporting themselves to work. Work closely with employees
who report to you to ensure that each employee is engaged, excited, and challenged to
contribute, create, and perform. Otherwise, you will lose them to an employer who
will.

Relationships with co-workers
When an employee leaves my company, every email that is sent to the whole
company, to say good-bye, includes a comment about passionate coworkers who the
employee cares about and will miss. Second only to an employees manager, the
coworkers with whom he sits, interacts, and serves with on teams, are critical
components of an employees work environment. Research from the Gallup
organization indicates that one of the 12 factors that illuminate whether an employee
is happy on their job is having a best friend at work. Relationships with coworkers
retain employees. Notice and intervene if problems exist.

Opportunities to use skills and abilities
When employees use their significant skills and abilities on the job, they feel a sense
pride, accomplishment, and self-confidence. They are participating in activities that
they are good at and that stretch their skills and abilities even further. Employees want
to develop and grow their skills. If theyre not able to do this in your jobs, theyll find
one where they can. This includes opportunity. If an employee cant see a path to
continued growth in their current organization, they are likely to look elsewhere for a
career development or promotion opportunity. Make sure that youre talking with
them and that you know their hopes and dreams.

Contribution of work to the organizations business goals
Managers need to sit with each reporting employee and discuss the relevance of the
employees job and key contributions and deliverables to the overall strategy and
business plan of the organization. Employees need to feel connected and that they are
part of an effort that is larger than just their job. Too many managers assume that the
employee will receive the communication from executive staff and make this leap.
They dont. They need your help to understand and connect their job to the bigger
picture. If theyre not part of it, youll lose them.

Autonomy and independence
Organizations talk about empowerment, autonomy, and independence, but they are
not something that you can do to people or give them. They are traits and
characteristics that an employee needs to pursue and embrace. You are responsible for
the work environment that enables them to do this. They are responsible for doing it.
A colleague presented a session about the Oz Principles at a recent company event.
He pointed out that by creating a culture of accountability, you create empowerment
as employees own and execute their responsibilities. Without this, your best
employees will leave.

Meaningfulness of job
Ah, yes, meaningful work. We all want to do something that makes a difference, that
isnt busy work, or transactional work, and that contributes to something bigger than
ourselves. Ambitious and doable. But, managers must help employees see where their
work contributes to the execution of deliverables that make a difference in the world.
With some products and services - cancer research, feeding the hungry, animal rescue,
diagnosing and curing illnesses, producing milk or crops - meaningful is obvious, but
everyones work needs the same meaningfulness. Help employees connect to why
their work has meaning or they will find an employer who will.

Organizations financial stability
Financial instability: a lack of sales, layoffs or reduced work hours, salary freezes,
successful competitors highlighted in the news, bad press, employee turnover,
mergers and acquiring companies, all lead to an employees feeling of instability and
a lack of trust. Employees who are worried tend to leave. Make every change and
potential change transparent. Let them know how the business is doing at all times
and what the organizations plans are for staying on track or recovering in the future.

But, the most important issue here is the employees trust in and respect for the
management team. If they respect your judgment, direction, and decision making,
they will stay. If not, they will leave. After all, they have the financial stability of their
families to consider when they decide which executive they will follow or not.

Overall corporate culture
While its not the top item on employee lists, the overall culture of your company
makes a difference for employees. Does your organization appreciate employees, treat
them with respect, and provide compensation, benefits, and perks that demonstrate
respect and caring?

Is your work environment for people conducive to employee satisfaction and
engagement? Do you provide events, employee activities, celebrations, and team
building efforts that make employees feel that your organization is a great place to
work? Employees appreciate a workplace in which communication is transparent,
management is accessible, executives are approachable and respected, and direction is
clear and understood. Your overall culture keeps employees or turns them away.
Which gets you what you want and need for success?

Managements recognition of employee job performance
Many place employee recognition further up the list, but this is where recognition
scored in a recent Society for Human Resources Management (SHRM) survey of
employees. While recognition is important, it is not among employees chief
concerns. A lack of recognition can affect many of the above factors, especially
culture, but its probably not the deciding factor in an employee decision to leave your
organization. Provide a lot of genuine appreciation and recognition as icing on the
cake for employee retention. But, pay attention to the more significant factors, the
cake, if you wish to retain your best employees. Make recognition the way you live in
your organization to keep your best talent.
If you pay attention to these ten factors, you will reduce turnover and retain your most
wanted employees. If not, youll be holding regular exit interviews and good-bye lunches. Its
expensive to recruit a new employee. Why not expend the effort necessary to retain the
employees that you have already painfully recruited and hired?
he recruitment process
Rigorous, fair, transparent
What are the advantages of good
recruitment?
Allocating appropriate time and resources to select the right person for the role is likely to
have many positive effects:
Good employees have a higher retention rate.
High performing employees provide superior client service generating higher client
satisfaction.
More capable employees are confident and able to cope with multiple tasks and adapt
more quickly to new roles.
Capable employees work well in a team and need less attention from management.
Once they commence work they will require fewer hours of hands-on supervision.
High performing employees will be interested in ongoing learning and self
development.
Good employees will most likely have more and better ideas that improve
productivity and work practices.
Good employees can inspire and develop other staff.


For each position, we look for candidates with the right competencies who show strong
potential.

Our recruitment process is rigorous and, although it may vary in different countries
depending on local law and practice, we always focus only on job-related skills and
experience to ensure the selection is fair and transparent for all candidates.

Start your job search now!
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1. Specify position and advertise
Line managers specify requirements for a particular position, including job-specific
responsibilities, competencies and academic qualifications, as well as any other relevant
information.

HR creates advertisements that are posted on our website.

Candidates apply online, and we confirm receipt of applications by e-mail.

2. Initial selection
HR evaluates applications and reviews candidates who have registered with ABB previously.
Profiles matching the requirements of the advertised position are chosen for the next step.

3. First interview
Candidates participate in an initial interview, either in a video conference, or on the phone, or
face to face. We are also trying out new technologies so we can interview people all over the
world as easily as possible. One example is the Web interview: We send you an e-mail
invitation with questions, you choose a time and a place to record your answers using a video
conference camera. We then review your answers at a later stage.

In addition to discussing your experience and qualifications during the first interview, an HR
representative assesses competencies required for the job and checks for an overall cultural fit
with the organization.

We thoroughly train our recruiters and all employees involved in recruitment to select
candidates objectively and in line with our recruitment principles.

4. Second interview
Short-listed candidates are called in for a more in-depth discussion, during which the hiring
manager assesses technical competencies required for the job.

We then inform applicants whether or not they have been successful within a reasonable time
frame. Where legislation allows, we do give feedback to unsuccessful candidates if requested.

5. Job offer
When making an offer, we follow these steps:
The hiring manager and HR agree on the terms and conditions of employment.
Academic and professional qualifications are verified.
Compliance checks are carried out for candidates where necessary.
After the candidate's explicit permission is obtained, references are checked with
current and previous employers.
Where a work visa is necessary or required by local law, we check work-permit
and/or right-to-work status requirements.
We also obtain medical clearance, including a drug test where required.
We offer the job to successful candidates.

6. Hiring and onboarding
Before officially joining the company, new employees receive onboarding material including
the ABB Group Code of Conduct. They have to read it, and declare that they understand and
will adhere to it. After that, employment contracts* can be signed.

* We do not offer employment contracts in the United States.

Is Your Recruiting Working? Tips for Measuring
Success
Understanding best practices and unique methods of recruiting is
important
in finding the right
fit
, but
just
as important is learning what works best for your organization.
Wi
th recruiting, no
one
-
size
-
fits
-
all needs and each organization needs to uncover its
most effective ways of
finding
top talent.
T
here are a number of metrics that can help you iden
tify the s
ources that work best
,
most of which are standard in applicant tracking systems
. Below are some of the most helpful
metrics
:

Number of qualified applicants by source

Number of new
-
hires by source

Percentage of top performers hired

Ratios (i.e. resumes/ap
plications to phone interviews; phone int
erviews to in
-
person
interviews;
in
-
person interviews to offers)

Quality of hire metrics (i.e. performance, turnover, tenure, manager
satisfaction, length of
time to promotion)
Top employers use these types of metri
cs to identify the most effective recruitment tools,
messages, and strategies for landing top talent.
Certainly, there are others (cost per hire, time to
fill, etc.), but these tend to be more effective metrics
,
especially
in tracking whether recruiting
st
rategies are producing quality applicants and new
-
hires.