Feb 282014
 

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We all know the phrase that first impression matters. We have heard of how appearances form a significant part of people’s first impressions. In conservative business environments, it is still very important that people dress in certain ways. However, with business world as we know it consistently changing, how important is dress code for interviews today?  

Many Recruiters argue that even today, the first impression a candidate makes on a potential employer is the most important one. The first assessment by an interviewer is usually based on how they look, which includes what he/she is wearing. They insist that now, more than ever, it is important to dress appropriately for a job interview regardless of the work environment. So what is an “appropriate” dress code?

A lot of Recruiters agree that the most appropriate way a candidate should dress is like a banker – Suit, tie, long sleeve shirt, formal dress, limited jewelry, limited perfume/aftershave, dark shoes and socks. Some even go as far as specifying that candidates should wear leather shoes.

What of liberal environments

Throughout my recruitment agency recruitment career, I visited lots of client’s offices. My reason for visiting differed from client to client and even with the same client, from time to time. However, one thing I noticed was that each company had its dress code. For many like the banks, it was conservative, for others such as ICT companies, it was more liberal. So if on a typical Monday, a company’s culture allows for jeans and T shirts, does it make sense to expect a candidate to wear full suit for an interview or worse still score him low for failing to dress in a way that almost no one dresses in that company?

Let’s talk about the clime.

I grew up in a warm environment, where people typically wear suit and ties to interviews. It is bad enough that the weather can get to disturbing degrees sometimes, but the discomfort of adding suits to that can only be imagined. Imagine making a two hour journey to an office for an interview in scotching sun. By the time a candidate gets there, they will normally not be in their best frame of mind. Seriously.

And interviewers?

I have seen interviewers attend their interviews with jeans and T shirts, yet complain that a candidate did not “dress well” (aka wear a full suit) for his interview. In Africa, we refer to this as “a kettle calling a pot black”. These types of interviewers, sometimes through no fault of theirs, see interviews as a one way process. HR teams have the duty to educate their hiring managers that interviews are in fact a two-way process. Candidates are as important as their interviewers, if not more important. They are in an interview room because the business – whatever kind – has identified gaps that need to be filled, without which there will be some negative consequences.

What of common sense?

There is an argument which is entirely common sense based. Some Recruiters argue that if a candidate is not sure of what to wear, they should go for the safest bet, which is suit. While I agree with this, I will add that if candidates feel for any reason that will not be comfortable in suits or know that the company they are interviewing with has a relaxed dress culture. There is no harm done in asking. However, like many other Recruiters believe, if you are uncomfortable asking, play safe. Go the suit route.

In a world where physical mobility is fast dwindling as we embrace new technology. In a world were face to face meetings are fast losing their importance, with emails and calls taking over, how important is a suit and tie dress code for interviews? Are we stuck in the past and clinging onto something that does not have as much relevance? Are people in warm climes losing great candidates because they are stressed, not because of the interviews they have, but because of their uncomfortable dressing?

These are food for thoughts for us all of us.

Nov 282013
 

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Yesterday, I received a very interesting message from a contact on LinkedIn. Responding to my last article the “where do you see yourself in five years” dilemma, Jane (not her real name) sent a long list of interview questions she dislikes and why. She ended her message by nicely asking what my answer would be if the table was turned around and the “where do you see yourself in five years” question posed to me. I sent Jane a reply, which I am more than happy to share and elaborate on.

The summary of my reply was – I really do not have a five-year plan, not even a two or one year plan… When I tell people this, they struggle to accept it. After all, I am a Recruiter and should know better.

A little about me…

While in primary/secondary school, I wanted to be a Medical Doctor, so I was encouraged to and took science classes. Even though I passed my exams, by the time I was done with secondary school, I wasn’t sure what I wanted to be, but knew medicine wasn’t for me. Growing up with a loving mum – a Nurse, meant that I had access to and read lots of medical books. It also meant that I had my fair share of hospital visits (even when I wasn’t ill). I was lucky to realise early that my interest in medicine was because of over-exposure to a medical environment from a very young age and innocently thinking that taking care of the sick was the only way to “help” people.

In reality, although I liked maths, physics, biology and chemistry, I did not really connect with them. I found them (except for biology) slightly abstract and social sciences a lot more engaging. As a result, upon graduation, I decided to pursue a university degree in Sociology and Anthropology. The only reason I was able to do a career switch was because in addition to the science classes I took, I also took a couple of social science classes – mostly out of interest. I was really lucky because the switch wasn’t planned.

Any graduate of Sociology, Anthropology or other social sciences will tell you how broad they are. I went through all my years of university education not knowing what path I would follow when I graduated. I however knew the courses I was interested in and went with them. I enjoyed my  socio-psychology, psychology, industrial sociology, social institutions, social stratification and mobility as well as sociology of personality and motivation classes. But I was not done with studying after four years. I went on to pursue a masters degree in International Development a few years after my first degree.

While studying for my masters degree, I pretty much fell in love with Corporate Social Responsibility (CSR). Upon graduation, I got a job as a CSR Resourcer at Justmeans. Anyone who knew me at that time would have thought that I was destined for a CSR career. One of my core responsibilities was liaising with university career services and ensuring their students/alumni had access to information on CSR and sustainability-related jobs. This was the turning point for me, the beginning of my recruitment career, but I didn’t see it coming.

So what is the connection to the five-year career plan question?

If anyone had asked me questions relating to a five year plan at any point from primary/secondary school to when I completed my masters degree, I would have given answers that may not have reflected where I was five years from the time of the questions. Similarly, if anyone had asked the same questions after I joined Justmeans, I would have given inaccurate answers. Fast forward to 2013. More recently, I would have given wrong answers if anyone had asked me similar questions just a couple of months ago. I am in a different place from where I was only two months ago.

Precise plans work for some, but not everyone. It is important we keep in mind that not having a plan at certain points in a person’s career does not always equate to not having interests, aspirations, passions or motivations. It certainly does not mean a person will not be successful in a role. I have come to realise that the main thing that kept me going throughout my studies was my genuine interest in what I did. Today, the passion for what I do keeps me going as well. I am following my interests and passions first and building a career around them as I go. This may not work for everyone, but somehow it does for me.

A lot of us can clearly remember our lives without mobile phones and the internet, simply because major technological changes in Africa only recently took (and is still taking) place. Who would have accurately predicted that Africa will top the mobile money map or be an emerging force to reckon with in e-commerce today? Things change and these days, very quickly.

To me, having a plan set in stone means not giving myself room to adapt to unpredictable changes or even new challenges. It does not mean I am not aiming for specific things, it just means I am creating a flexible environment to ensure I achieve my goals. It means I am preparing myself for and willing to walk through multiple interesting and challenging career paths, not a straight, narrow and somewhat boring path.

Even professionals who enjoy career planning, do not always have clear cut visions of what they want to be or do at all times, but as long as they have something that drives them – a passion or an aspiration that links directly to their dream or current jobs and employers, then they are on the right track.

So if I was interviewing for a role today and asked where I see myself in five years, my answer would probably be:

  • I see myself continuing in the path I have always taken – striving to be the best in what I do
  • I see myself in a challenging and engaging role that has some links to one or more of my passions and interests, especially Africa, recruitment, international development and corporate social responsibility
  • I see myself effectively using the skills I have gained, but also exploring opportunities where I can gain a lot more at the shortest possible time

To me, for as long as all the dots connect in my head (and heart) today, I will not worry about where I will be in five, four, three, two or even one year. The future is very unpredictable, but I know that every creative step I take towards a passion today, is a positive step towards where I will be in five years.

All I need to do is keep an eye on what the market is saying. Keeping abreast of future market predictions mean I can continue focusing on gaining the most relevant sets of skills…

Nov 122013
 

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Why we ask:

Recruiters ask the “where do you see yourself in five years” question for a couple of reasons. We ask because we want to know what motivates you. We love candidates with the core technical expertise our clients and hiring managers seek, but in addition, look for candidates with passion, drive and aspirations.

We know the hiring landscape has changed a lot in recent times and an employee staying with a company for more than 3 years is now the exception as opposed to the rule, but when we recruit, we hope that our clients and hiring managers will provide the right environment for you to grow. We hope they (and their colleagues) will do everything reasonably possible to retain you if you are good at your job.

During an interview, we look for an early indication of commitment from you. Asking the “where do you see yourself in five years” question is just one of the many ways try to find out if you will be keen to learn, grow and contribute to our client’s growth in some capacity for at least the medium term.

When we ask, we do not typically look for a right or wrong answer (although a few Recruiters may), we generally look for insights, we look for hidden information – information that reveals a lot more about you than our technical questions would. It is important to note that we also look to see if our clients and hiring managers can potentially match your aspirations as it is a two way process.

There is no point in us progressing with your application if your aspiration is to be a professional chef in one of the finest restaurants in the world in 12 months and you are applying for an IT Manager role we know would progress to an IT Director role in the same period of time. It will be a disservice to you, us and of course our clients and hiring managers.

The above example is extreme, but we see it every day. We know many of you have plans – great plans, so we want to know how adaptable they are and if they are suited to our employer or maybe better suited to a different employer. If we are in external consulting, we would sometimes direct you to a different employer who can provide you with the platform to achieve your personal and professional goals.

The five year question gives us a platform to probe further, to discuss with you, to determine if you are right for our client/hiring manager or not. More importantly, it gives you an opportunity to ask us questions too. There is nothing wrong in asking us to elaborate on any of our questions, after all an interview is a two way conversation, or at least a good one should be.

But candidates don’t always like it:

The challenge however is that more often than not, the “where do you see yourself in five years” question is asked in a very vague way by some of us – without any context. As an external Recruiter, I received this feedback from many candidates interviewing with other Recruiters. This is why it is reputed to be one of the most difficult questions to answer. The unanimous feeling is that it makes some of you uneasy when asked without a follow up explanation or an indication of what we are trying to find out.

To my fellow Recruiters:

Candidates may be acquainted with the responsibilities of the role they are interviewing for and clear on its reporting structures. They may have done their research on the potential employer’s current operation and read the latest news on their investment interests and how it relates to the role, but it is still unfair for this question to be posed without firsthand information on how the role is likely to evolve.

It is only logical for us to have prior discussions with candidates about the expectations of the role and give them all the relevant information they need to know before the question is asked, especially if we are looking for a right or wrong answer.

The question should be adapted to interview situations and put into specific contexts where possible. Giving candidates detailed information about the company’s growth strategy, clients, customers or technology would help put the question into perspective and provide a platform for the provision of more accurate answers.

It may be helpful to first discuss the goals of the company, describe the purpose of a role, how it sits within a department and the rest of the business, why the role has become available and the likely challenges it will face. At this point it okay to ask how the person would support the company’s goals if they take it on and what plans they may have/suggest to ensure an overall positive impact. Their response will give a clearer picture of how they analyse situations and what they may potentially bring to the role.

Should we decide to ask this question, we need to keep in mind that not everyone has a definite five year plan. In addition, not having a five year plan doesn’t necessarily mean not having relevant passion, drive or aspirations. The “where do you see yourself in five years” question, in specific contexts should provide a part of the overall picture. We should focus less on right or wrong answers and more on how the question is answered –  the structure, content and how it relates to the role and our client.

As a past/current interviewee or interviewer, what is your experience?

Nov 092013
 
What do African Employers Really Want A Recruiters Perspective

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The responses received from my last article what do African employers really want – local or international expertise?” were wide-ranged and eye-opening. I will however focus on only two of the most popular ones in this piece.

Lots of readers agreed with the latest trend of hiring African professionals with local and international experience. They believe it is the best way forward, as having a good blend of both could be advantageous to all stakeholders. However, a significantly higher number strongly opined that a lot more attention should be paid to Africans with local talent as it is (or at least should be) the core of all African talent resourcing strategies.

The argument for finding a good balance lies in the fact that no company looking to significantly grow and favourably compete can operate in isolation of the international environment. To succeed, companies must attempt to harmoniously incorporate the best of both worlds to their local operation. On the other hand, the argument for focusing on local expertise is particularly strong. Companies need to fully harness the local talent resources in the places they operate, to not only gain the benefits that come with acceptance as “local companies”, but also deliver on their social responsibility and ensure long term sustainability.

I see the strengths of and completely agree with both arguments. However, I also feel that corporate interest in local and international talent mix is a reality that should not be ignored by African early career and experienced professionals alike, whichever view they take. This is a trend that reflects the current talent need of companies in a world that has arguably become much smaller than a “global village”.

Below shows a simplified (for ease of explanation)  table of categories African professionals generally fall under. The current recruiting trend shows that corporations are increasingly looking to hire professionals who fall under B to D. This leaves  A and E professionals somewhat vulnerable. So what can they do to ensure they are as, if not more competitive?

Professionals Experience
A 100% Local
B 75% Local : 25% International
C 50% Local : 50% International
D 25% Local : 75% International
E 100% International

 

In one word Research.    

In this context, research means collecting information about roles, functions or industries that could potentially be beneficial to a person’s career. If we all accept that knowledge is power, then being knowledgeable about all that affects a person’s career empowers him/her to make informed decisions.

For any African professional to have career success, he/she must be very inquisitive. Questions such as “what are my peers doing locally and internationally?”, “what is the current local and market trend in my industry?”, “what are reputable analysts identifying as the future market trend in my industry?”, “what certification/experience do I need to attain a specific height?”, “what opportunities should I take advantage of in my current environment?” should be consistently asked. Inquisitiveness leads to answers and research is key in finding answers.

It is no news that advancements in technology is transforming the African continent. It is a lot easier to access information today than it was not very long ago and social media is playing an important role. 10 years ago, if a person wanted to seek information about career opportunities in a company or apply for specific positions, they reviewed the job section of newspapers and posted their CVs to the details specified. Today, they do a Google or Yahoo search, check LinkedIn’s job section or passively wait for the roles to “find them” by setting specific online preferences and receiving updates in their inboxes. With the click of a button, they can apply.

Professionals (either early career or experienced) with only local or international experience, looking to expand their horizon should take advantage of these advancements. Resources such as LinkedIn Groups are particularly useful as they can provide valuable platforms for broad or specific information. They can also act as useful platforms for engaging with similar-minded professionals.

For professionals who just want to keep up-to-date with industry information, in addition to getting information from familiar industry resources, passive resources such as Google Alerts can be helpful too. Google Alerts is a free Google service that automatically notifies users when new online content from news, blogs, websites, videos and/or discussion groups matches a set of search terms selected by the user. A user can set up alerts with generic words such as “Development in Africa” or very specific words such as “Telecommunication jobs in South Africa”. The results are delivered in an email which can be set as it happens, daily or weekly.

These are just two of the very many online options available.

Other small steps can be taken to ensure continuous relevant expertise.  For instance, locally based professionals can strive to participate in international projects with their current employers where possible, as this could help increase their knowledge of the international markets and give a more complete understanding of their industries. Similarly, internationally based Africans considering relocating to Africa can get involved in specific Africa-focused projects where possible. This would help improve their local knowledge and ensure they develop the right transferable skills when they finally decide to relocate.

Location of expertise should not limit a person’s ability to develop a successful career in Africa. Everyone can do something to change their professional situation and technology has made it a million times easier.

Markets change, trends change, and corporate strategic plans change, but in our ever-changing world, one thing is certain – each person is the main driver in their career journey.

Oct 232013
 

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“What do African employers really want – local or international expertise?” Although phrased in many ways, this was the most recurring question received, following my last article – and the best African employer to work for in 2014 is…. Thanks to everyone who contacted me via LinkedIn, Google +, Twitter and the Contact Page of this website.

An analysis of all the questions received, show that a good number of locally and internationally based professionals are not quite sure of what companies look for when they recruit roles across their businesses. Interestingly, while some locally based professionals feel overlooked in recruitment processes by African companies even when they believe they have relevant expertise, some internationally based professionals on the other hand, feel they are given less preference because of their distance from the “action-spot”.

Each group feels somewhat marginalised. But is this the real situation on-the-ground? What are employers actually thinking? Do they really have a favourite group? If so, which? Unfortunately, there is no straight forward answer to any of these questions. However, there is an interesting trend I would like us to explore…

Despite the abundance of human resources in Africa, we have in the past struggled and are still struggling with the issue of skills shortage in specific countries, industries and functions. Previously, companies were happy to resolve this problem by hiring expatriates. After a while, it became clear that in many cases, this did not work. In fact, in some situations, bigger problems came about. Many expatriates struggled to do business locally, causing significant corporate losses. Some also failed to integrate into the local environment and with local employees, resulting in corporate tension.

Of course there were many successful cases of expatriate hires, but it became increasingly evident that a more sustainable approach was needed to deal with this issue. Many companies refocused their plans, aligning them to ensuring the transfer of skills from expatriates to local employees. But skills transfer takes time and something else needed to be done in the interim.

The focus shifted particularly in the last decade to hiring very experienced internationally-based Africans looking to return to their countries and regions of origin. This was seen as a particularly good corporate move as it meant companies had less to worry about high expatriate remuneration packages, visa issues, long term location commitment as well as government local content and localisation policies. But this on its own did not resolve all of the problems, as a significant number of Africans living in foreign countries had lost touch with their roots and the realities of the African environment by the time they were hired.

Like some expatriates, some “returnees” struggled integrating with local employees and understanding how to effectively do business. Unlike many expatriates, some were able to knock at business doors, but unfortunately not walk through them.

On the flip side, there were many “returnees” that brought with them, wealth of experience. They were able to work with local employees in efficient and productive ways, succeeding in their roles and transforming their businesses. These professionals where the lucky ones, who either knew what it took to adapt their skills to a different environment or had local colleagues ready for the “right” type of change. With these successes not withstanding, executives of companies knew that more needed to be done.

In the last couple of years, some forward-thinking companies have once again adjusted their recruitment approach. They have carefully analysed the different issues faced over time and found that:

  • They need local expertise more than they initially thought they did. Local employees are born in their environments, grow up in their environments and generally know what works and what doesn’t.  They understand the cultures and appropriate ways to do businesses, how to open doors, how to walk through them, how to negotiate the best deals, how to …. it is endless.  It is a well known fact that the more local a company is, the more it is embraced by the people. This explains why some multinationals keep local company names after a takeover or merger.
  • There is stiff competition in many African core industries, especially with the recent economic growth and investment in the continent.  Professionals in the commercial and other functional areas of businesses are increasingly aware that they need to connect more with their local customers or lose out to competitors. It is no surprise that many adverts and sponsorships are more “African” today than they were ten years ago. Customers feel more attached to what they know, so it makes sense for companies to employ people who have this understanding.
  • They need international expertise as well. While local employees may have lots of knowledge that their international counterparts do not have, some businesses need specific skills to take them to the next level of their corporate growth. Unfortunately in some African countries, especially when an industry is in its infancy, there may be challenges finding some of the relevant skills locally.
  • To address it, more than ever, companies are sponsoring promising employees to other countries for further education or transferring them to international operations with the aim of fast tracking their expertise. This is particularly so for highly technical industries such as the Oil and Gas sector.
  • Most importantly they need the perfect blend of “local and international”. Companies are now acknowledging the need for both local and international expertise and as a result,  adopting a careful blend of both in their hiring activities. This explains the recent interest by many companies in hiring only professionals with local and international understanding.

As a Recruiter in the last two years particularly, a lot of my clients have indicated clearly during anew role briefing that they would only consider candidates who can demonstrate both local and international experience. This is a topic I will elaborate on in another article.

The world has become a global village with interactions from every corner only imagined a couple of years ago. For any corporate entity to survive and effectively compete, regardless of how remote it is, it needs an equal measure of local appreciation and international exposure.

So what do African employers really want now?

In simple terms, employers are not only seeking early, mid and senior level professionals with relevant technical expertise. They are also increasingly keen to hire people who understand how their local environments and the dynamics of the international environment interact and affect their operations and vice versa. To them, this is the new basis for many strategic decisions.

My thoughts:

Employers should continue paying great attention to skills transfer, but not just the usual foreign to local transfer, but also local to foreign transfer. This way, both locally based employees and “returnees” or expatriates are better equipped to face their corporate challenges and that of their immediate and international environments.

Sep 112013
 
Are Foreign-Educated African Graduates More Productive Than Their Locally-Educated Counterparts 2 – An International Recruiter’s Perspective

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Since my last post, a few people have sent private messages requesting my opinion on the productivity of foreign-educated African graduates vs. locally-educated African graduates at work places. While I may not be the best person to compare both sets of graduates, I do have my views.

I believe the success or productivity of a person ultimately depends on the individual, although the environment (including the educational environment) a person finds his/herself in, can play a significant role. I say this because I have seen many Africans with first class degrees from their home universities, struggle in foreign universities when they try to gain a further degree. On the flip side, I have also seen professionals who barely passed their degrees in their home countries, excel in foreign universities.

Some may argue that it is because the standards are higher in some countries than others, making studying somewhat overwhelming. To an extent, I agree. However, I also believe that a determined person will excel in “many” environments.

Foreign-educated professionals are not inherently smarter than African-educated professionals. What we see is what happens when intelligence is or is not nurtured. Many foreign universities provide excellent levels of “free” support to their students – including Africans. Although branded as “free”, I would always argue that they are really not, as the cost is incorporated into tuition.

Nurturing intelligence can be expensive.  According to Education UK, the annual undergraduate tuition ranges from £7,000 to £25,000 and postgraduate tuition, £7,000 to more than £34,000. In simple terms, four years of university study can set a student back by anything between £28,000 and £100,000, for tuition alone. This is way beyond the reach of the average African.

The cost of education in many foreign institutions, almost always reflects the level of support provided to students as “expensive” universities need to justify why students should pay as much as they charge for tuition. If they do not, student applications will move elsewhere. Support is given to students to ensure they effectively maximise their time while studying and have a platform to stretch their intellect or challenge their thinking. It also provides a platform for students to strive for knowledge, understand their strengths and weaknesses, improve their hard & soft skills and become well-rounded individuals.

The right university support exposes students to the thinking of global leaders in their fields and creates opportunities. This is the least students; especially international students deserve to receive to compensate for the high cost of their education. Vincenzo Raimo the director at the University of Nottingham’s International Office agrees. To him, “international students need and deserve a level of personalised support and service commensurate with the level of investment they are making by coming to our universities”.

So how does university support reflect on a graduate’s productivity in a work place? Good university student support services are geared towards improving not just their technical capabilities, but also their functional abilities. Graduates with the right attributes are better able to succeed than those without them. When people are given the right support, they tend to flourish.

It must however be pointed out that universities are not the only platforms for students to gain work-related skills. Successful students regardless of where they are based, go beyond their school environments to access resources that can help them become employable and succeed in their chosen professions. It may be more difficult for some to access them than for others, but it is still possible, especially as the global digital divide decreases by the day.

It is a documented fact that on the average, a typical student from the USA, UK, Australia or Canada has access to a lot more educational resources than a typical African student. However, not every student from these countries, even with all the student and alumni support available, is successful. Not even students from top schools such as Massachusetts Institute of Technology, Harvard University, University of Cambridge, University of Oxford and Yale University.

It is important for us to note that despite its challenges and although probably not proportional to its population, Africa still manages to produce graduates and industry leaders that can compete in the global economy.

An all-round education that focuses on developing students hard and soft skills, connecting them to the best employers or helping them identify entrepreneurial skills is a recipe for success. However, it comes down to the individual to strive for it, to really want it. According to a Forbes article, “recent graduates or more experienced workers – need to step in and take skills development… into their own hands”. If your environment is not providing what you need, look for alternatives where possible.

This is my humble opinion.

You may want to read my last article:

(Are Foreign-Educated African Graduates More Productive 1?)

Aug 312013
 
Are Foreign-Educated African Graduates More Productive Than Their Locally-Educated Counterparts

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For the last couple of years, lots of Africans have travelled out of their home countries to study. I’ll call them the “foreign-educated” For many, it is an opportunity to explore multicultural environments, gain international exposure and obtain globally recognised degrees that will not only set them apart from their peers, but help increase employment opportunities in their home countries.

Some of the most popular places Africans go to study are the USA, Europe (the UK, France, Portugal, Spain, Netherlands, Belgium and Germany), Australia, Canada, Brasil, Malaysia, Scandinavia (Finland, Sweden, and Norway), India and China.  Many of these countries host a significant number of the “best” universities in the world and arguably have some of the “best” educational systems. But education in these countries, especially for foreigners, doesn’t come cheap.  Africans studying outside their home countries tend to come from wealthy homes, be on scholarships or have very supportive families who will spare nothing to see their relatives get the best education possible.

But when all is said and done, are foreign-educated African graduates better equipped to flourish in the African market than their locally-trained counterparts?

During a coffee break at an African career event I attended, I joined two African networkers discussing this issue. I took the back sit and listen to what they had to say. One of the networkers – Jane was of the opinion that foreign-educated Africans are generally more productive. The other – Helen, believe they are not. With their permission, I have rephrased some of the statements they made, to make the content more appropriate for public consumption without losing their meaning. Let’s explore their thoughts.

Jane: I believe many African students are limited by their environments. How can we expect the best from them, when they have access to obsolete and in many cases, no equipment to study with”? We focus too much on theoretical knowledge and too little on on-the-job training. If I am a graduate employer, I will take on more foreign-educated African graduates than local graduates, not because they are smarter, but because they would likely have work experience in international settings, some understanding of working with diverse people and be better able to adapt.

Helen: You are generalising. Many locally-educated graduates are as good, despite the educational challenges Africa face. It shouldn’t be a question of whether foreign-educated graduates are better or not, but the individual grasp of their qualifications, openness to new challenges and ability to think outside the box.

Jane: But it is difficult to be open to challenges and new ideas if your environment restricts you. In some African universities, open learning and communication as well as knowledge-sharing are not encouraged for cultural reasons, especially reasons related to the respect of elders.

Helen: Respect for elders does not affect the ability of an individual to express his/her opinion, as long as it is not expressed in a rude way. Many older people are open to discussing.

Jane: What of communication? Many local graduates tend to struggle. Have you attended graduate interviews in Africa and in the UK? I have. Many local graduates can’t effectively communicate and they generally lack self-confidence. On the other hand, foreign-educated graduates are better communicators and exude confidence. You can almost always tell a foreign-educated graduate from local-educated graduate.

Helen: I believe it comes down to the individual. I have heard stories of foreign-educated graduates not good at hitting the ground running in their roles and local graduates, better able to manage work situations.  Education is just a factor in determining success.

Jane: Yes it is, but it is also the main factor.

Helen: I agree it plays an important role, but overall life experience plays a much stronger role. A one year master’s degree which is what many go for after their first degree in Africa, cannot dramatically transform a person from an average to a world class graduate. A four-year degree would probably do a lot more. Simply attending a foreign university is not enough to make a person succeed. In a profession like Engineering, where the theory learnt in not very different from real life experience, anyone who really paid attention in school will succeed”.

Jane: I agree, but only if they attend good schools in Africa, which are very few. Engineering studies from top foreign schools provide an opportunity for students to receive intense exposure to real technical issues and study with state-of-the-art technology. Learning is a nice balance between classroom learning and practical experience, with knowledge gained applicable to real life situations. Many African universities use obsolete equipment and theoretical knowledge gained is usually not applicable to real life situations.

Helen: So are you saying that the successful Africans with first degrees in Africa and further degrees in foreign countries, owe their success to their further degrees?

Jane: Yes, to a very large extent.

The break ended, so did the conversation. As we went in for the next presentation, I reflected hard on the conversation I just heard. Both agreements were strong, but I agreed with some points more than others. What are your thoughts?

You may want to read my follow-up article:

Are Foreign-Educated African Graduates More Productive 2? – An International Recruiter’s Perspective

Jul 112013
 

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Not very long ago, I was leading a recruitment campaign and looking to fill a long list of roles for one of my many African clients. As I engaged professionals in my network, I received many referrals from the company’s employees working outside the recruiting country. It was particularly interesting to me as some were the “perfect” fits for some of the roles and had no visa restrictions. To me, this was a clear-cut internal mobility issue.

As a Recruitment Consultant, I am paid to look for and recruit the best talent for my clients. When an employer engages with me, they are pretty much telling me that they have a talent gap and want me to find the right fit. The right fit is usually someone with the right level of experience in say, a competitor company. However, on this occasion, I felt they should be looking inward for some of the roles.  I brought it to their attention, but it left me wondering why they were looking outward for what they already had. Prior to this, I had the same conversation with a few other employers.

When employees of a company contact me for roles in their companies, it tells me two things.

  • The company is a great employer, because although they are considering a move, they would like it to be within their company
  •  There is a big internal communication gap

If employees do not know the positions their companies are recruiting, how can they put themselves forward for it or refer people in their networks?

To me, recruiting for employers is not just about making quick money by sourcing external candidates for my clients, it is about building relationships and helping them identify gaps that I can see from an outsider’s perspective that they may not. It is about telling them in the most honest, yet professional way possible, what the candidate market is saying about them as potential employers.

Employers should be doing everything they can to ensure that employees are fully engaged and create real platforms to help them identify and pursue internal opportunities. It is always a shame to lose a dedicated, hardworking and productive employee because they want new and exciting opportunities that you can’t provide. It is worse if you can provide the challenges they seek, but do not or have a weak platform for achieving this. This is particularly so for employers with large numbers of foreign-born employees, who may sometime look to relocate to their countries of origin or employees who are very mobile and looking for their next international experience.

A lot of Africans have strong family and other links to the continent and with the growth in many of its economies, there is no shortage of candidates keen to relocate, who would gladly consider opportunities with their current employers. I have come across many.

A lot of companies have developed global mobility roles to manage the relocation process of their employees.  Teams have been built to help identify and implement immigration solutions that align with their companies’ objectives. They are also involved in tracking exceptions to relocation policies and communicating trends to management, with a view to recommending specific actions. The problem is that a lot of the time, this function almost always caters for expatriates short or long term international transfers, not necessarily for nationals looking to relocate to their countries of origin.

Any employer that prides itself as an “employer of choice” should have a good strategy for regularly capturing information about their employees short, medium and long term relocation or transfer interests.  Obviously, this should be voluntary, but all employees should be able to easily identify and discuss potential international opportunities with their employers.

From experience, many professionals looking to relocate to Africa would like to continue working for their employers if given the right opportunities, so why lose them to the competitors? The reality is that if they have made up their minds, they will relocate anyway, so why not encourage them to continue working for you if there is an opportunity. They have some of the best attributes that can make the role a success – the right expertise, knowledge of the local market, international experience and knowledge of the company. In addition, companies could save a lot of money and other resources in the long term by avoiding immigration and work permit cost and related issues.

As many countries tighten their immigration laws – making expatriate hire more difficult, this approach to global mobility becomes even more important. Roles need to be effectively advertised internally. Employees need to know the steps they should take if they decide to relocate in the future.  This approach has the potential to make employers more attractive to great applicants looking to gain experience in multiple locations and encourage a culture of positive career development discussions. Employees would see their companies as providing a web of long term opportunities, which in turn could lead to long term commitments – a novelty these days.

What is the justification for paying a premium fee for the services of a Recruitment Consultant, if the ideal candidate you seek for a role is already an employee? As a Recruitment Consultant, I am must admit that it doesn’t feel right to present an external candidate for a role when someone internally fits the bill. I am happier to fill a role that has become available because the last holder has moved to a new one.