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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-StepProcess, 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 recruitmentpartners 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

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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 SUPPORTWe 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

MOM Tools:

Work Permit Quota Calculator

Employment/ S Pass Self-Assessment Tool

Search

Search this site:

mailto:enquiries@manpower.sgmailto:enquiries@manpower.sgmailto:enquiries@manpower.sghttp://quotacal.mom.gov.sg/http://quotacal.mom.gov.sg/http://sat.mom.gov.sg/http://sat.mom.gov.sg/http://sat.mom.gov.sg/http://quotacal.mom.gov.sg/mailto:enquiries@manpower.sg

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Top 10 Reasons Why Employees Quit Their

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A Checklist for Talent Retention

BySusan M. Heathfield

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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. Abad bossis also the number one reason

why employees quit their job. Here's how toget along with your boss.

Bored and unchallenged by the work itselfNo 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 isengaged,excited, and challenged to

contribute, create, and perform. Otherwise, you will lose them to an employer who

will.

Relationships with co-workersWhen 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

organizationindicates 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 abilitiesWhen 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 tocontinued 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 goalsManagers 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 theemployee will receive the communication from executive staff and make this leap.

http://humanresources.about.com/od/badmanagerboss/a/bad_boss.htmhttp://humanresources.about.com/od/badmanagerboss/a/bad_boss.htmhttp://humanresources.about.com/od/badmanagerboss/a/bad_boss.htmhttp://humanresources.about.com/od/workrelationships/a/boss_relations.htmhttp://humanresources.about.com/od/workrelationships/a/boss_relations.htmhttp://humanresources.about.com/od/workrelationships/a/boss_relations.htmhttp://humanresources.about.com/od/Employee-Engagement/qt/Employee-Engagement.htmhttp://humanresources.about.com/od/Employee-Engagement/qt/Employee-Engagement.htmhttp://humanresources.about.com/od/Employee-Engagement/qt/Employee-Engagement.htmhttp://humanresources.about.com/od/glossarye/g/employer-of-choice.htmhttp://humanresources.about.com/od/glossarye/g/employer-of-choice.htmhttp://humanresources.about.com/od/glossarye/g/employer-of-choice.htmhttp://humanresources.about.com/od/glossarye/g/employer-of-choice.htmhttp://humanresources.about.com/od/glossarye/g/employer-of-choice.htmhttp://humanresources.about.com/od/glossarye/g/employer-of-choice.htmhttp://humanresources.about.com/od/Employee-Engagement/qt/Employee-Engagement.htmhttp://humanresources.about.com/od/workrelationships/a/boss_relations.htmhttp://humanresources.about.com/od/badmanagerboss/a/bad_boss.htm

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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 independenceOrganizations talk aboutempowerment,autonomy, and independence, but they are

not something that you can doto 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 jobAh, 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 stabilityFinancial 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 oftrust.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 themanagement 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 executivethey will followor not.

Overall corporate cultureWhile 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 withrespect,and providecompensation,benefits,andperksthat demonstrate

respect and caring?

http://humanresources.about.com/od/glossarye/a/empowerment_def.htmhttp://humanresources.about.com/od/glossarye/a/empowerment_def.htmhttp://humanresources.about.com/od/glossarye/a/empowerment_def.htmhttp://humanresources.about.com/od/glossaryt/g/trust.htmhttp://humanresources.about.com/od/glossaryt/g/trust.htmhttp://humanresources.about.com/od/glossaryt/g/trust.htmhttp://humanresources.about.com/od/leadership/a/leader_follower.htmhttp://humanresources.about.com/od/leadership/a/leader_follower.htmhttp://humanresources.about.com/od/leadership/a/leader_follower.htmhttp://humanresources.about.com/od/workrelationships/a/demo_respect.htmhttp://humanresources.about.com/od/workrelationships/a/demo_respect.htmhttp://humanresources.about.com/od/workrelationships/a/demo_respect.htmhttp://humanresources.about.com/od/glossaryc/g/compensation.htmhttp://humanresources.about.com/od/glossaryc/g/compensation.htmhttp://humanresources.about.com/od/glossaryc/g/compensation.htmhttp://humanresources.about.com/od/glossaryb/g/benefits.htmhttp://humanresources.about.com/od/glossaryb/g/benefits.htmhttp://humanresources.about.com/od/glossaryb/g/benefits.htmhttp://humanresources.about.com/od/glossaryp/g/Perks.htmhttp://humanresources.about.com/od/glossaryp/g/Perks.htmhttp://humanresources.about.com/od/glossaryp/g/Perks.htmhttp://humanresources.about.com/od/glossaryp/g/Perks.htmhttp://humanresources.about.com/od/glossaryb/g/benefits.htmhttp://humanresources.about.com/od/glossaryc/g/compensation.htmhttp://humanresources.about.com/od/workrelationships/a/demo_respect.htmhttp://humanresources.about.com/od/leadership/a/leader_follower.htmhttp://humanresources.about.com/od/glossaryt/g/trust.htmhttp://humanresources.about.com/od/glossarye/a/empowerment_def.htm

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Is your work environment for people conducive toemployee satisfactionand

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, anddirection is

clearand understood. Your overall culture keeps employeesor turns them away.Which gets you what you want and need for success?

Managements recognition of employee job performanceMany place employee recognition further up the list, but this iswhere recognition

scoredin a recentSociety 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 thecake 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 regularexit interviewsand 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.

http://humanresources.about.com/od/employeesurvey1/g/employee_satisfy.htmhttp://humanresources.about.com/od/employeesurvey1/g/employee_satisfy.htmhttp://humanresources.about.com/od/employeesurvey1/g/employee_satisfy.htmhttp://humanresources.about.com/od/teamworksuccess/qt/clear_expectations.htmhttp://humanresources.about.com/od/teamworksuccess/qt/clear_expectations.htmhttp://humanresources.about.com/od/teamworksuccess/qt/clear_expectations.htmhttp://humanresources.about.com/od/teamworksuccess/qt/clear_expectations.htmhttp://humanresources.about.com/od/Employee-Engagement/a/keys-for-improving-employee-satisfaction-and-engagement.htmhttp://humanresources.about.com/od/Employee-Engagement/a/keys-for-improving-employee-satisfaction-and-engagement.htmhttp://humanresources.about.com/od/Employee-Engagement/a/keys-for-improving-employee-satisfaction-and-engagement.htmhttp://humanresources.about.com/od/Employee-Engagement/a/keys-for-improving-employee-satisfaction-and-engagement.htmhttp://humanresources.about.com/od/glossarys/g/shrm.htmhttp://humanresources.about.com/od/glossarys/g/shrm.htmhttp://humanresources.about.com/od/glossarys/g/shrm.htmhttp://humanresources.about.com/od/whenemploymentends/a/exit_interview.htmhttp://humanresources.about.com/od/whenemploymentends/a/exit_interview.htmhttp://humanresources.about.com/od/whenemploymentends/a/exit_interview.htmhttp://humanresources.about.com/od/whenemploymentends/a/exit_interview.htmhttp://humanresources.about.com/od/glossarys/g/shrm.htmhttp://humanresources.about.com/od/Employee-Engagement/a/keys-for-improving-employee-satisfaction-and-engagement.htmhttp://humanresources.about.com/od/Employee-Engagement/a/keys-for-improving-employee-satisfaction-and-engagement.htmhttp://humanresources.about.com/od/teamworksuccess/qt/clear_expectations.htmhttp://humanresources.about.com/od/teamworksuccess/qt/clear_expectations.htmhttp://humanresources.about.com/od/employeesurvey1/g/employee_satisfy.htm

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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 strongpotential.

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.

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Start your job search now!

Select your professional area of interest and location.

Choose job function

Choose country

1. Specify position and advertiseLine 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 selectionHR 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.

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3. First interviewCandidates 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 hiringmanager 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 offerWhen 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 onboardingBefore 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 MeasuringSuccess

Understanding best practices and unique methods of recruiting isimportant

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in finding the rightfit, butjust

as important is learning what works best for your organization.With recruiting, noone-size-fits-all needs and each organization needs to uncover itsmost effective ways offindingtop talent.There are a number of metrics that can help you identify the sources that work best,most of which are standard in applicant tracking systems

. Below are some of the most helpfulmetrics:

Number of qualified applicants by source

Number of new-hires by source

Percentage of top performers hired

Ratios (i.e. resumes/applications to phone interviews; phone interviews to in-personinterviews;

in-

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person interviews to offers)

Quality of hire metrics (i.e. performance, turnover, tenure, managersatisfaction, length of

time to promotion)Top employers use these types of metrics to identify the most effective recruitment tools,messages, and strategies for landing top talent.Certainly, there are others (cost per hire, time tofill, etc.), but these tend to be more effective metrics,especiallyin tracking whether recruiting

strategies are producing quality applicants and new-hires.