Reference no: EM132979659

You are a senior consultant with Canadian HR Consultants which specializes in strategic compensation consulting. You have recently been retained by an American owned logistical software business, Corporate Logistics Inc, that has decided to open an operation in London, Ont. The company specializes in the development and implementation of specialized logistical software for the transportation industry. This will be the company's first foray into the Canadian market and one of President John Forsi's first goals is to staff the Canadian operation quickly and efficiently, as orders are already on the books. John has been with the company 10 years, is 40 years of age, and has opened a number of similar operations across the US with a high degree of success. John is smart. He knows that this assignment will be a challenge. He is going to want to attract staff to the Canadian operation that tend to mirror those that have been successful in the US: well educated, ambitious risk takers, that are competent technically, and capable of interfacing effectively with customers. He will need a number of programmers, programmer/analysts, systems analysts, and project managers in addition to top flight senior and executive staff and administrative assistants. The type of staff he will be looking for will be in short supply in Canada and there will be a lot of competition for their services. In the US the average age of his work force is 30. He has heard that Canadian Compensation Strategy may be quite different than what he faced in the US, particularly as it relates to attracting the type of employees that will best fit the culture of his firm.

What processes that you would be suggested to implement in order to achieve both internal and external equity in his Canadian operations?