Why do other people's HR like to cooperate with headhunting companies so much?

It can be said that after such a long period of tempering, diligence, study and practical experience, I have a deep understanding of the theory and practice of headhunting. Unfortunately, many people who work in HR today still don't understand headhunting, and they can't understand the importance and hardship of headhunting to HR. Some HR personnel think that headhunting is just a personnel intermediary, just helping to find people, so they often ignore or disrespect headhunting. In fact, if headhunting is used well, it can cheer up an enterprise that is behind the times and on the verge of bankruptcy, gain vitality and be reborn! Because headhunters help enterprises hunt for "big heads and executives", such as business managers, executive vice presidents, factory directors, presidents, R&D assistants and so on. Once these new executives enter the company, their influence and decisions will often greatly change the ecology and destiny of an enterprise. Another importance of headhunting is that it can often provide you with the best candidates, because a normal enterprise is unlikely to be looking for such important positions as chief financial officer or factory director all year round, but for some headhunters with a long history, it may be looking for such excellent candidates every day for 365 days a year! Because good headhunters have many different clients, but they have similar talent needs. Therefore, excellent headhunting companies often have a rich talent pool, which makes them a powerful "professional headhunting team", while the HR department of a general enterprise only occasionally considers the needs of its own company as an "amateur team"! This difference also leads many foreign companies to look for excellent talents through headhunting, because most foreign companies don't pay much attention to the cost of finding people, but pay more attention to whether the candidates are good enough! 1. Taiwanese businessmen and private enterprises don't understand headhunting culture. I always have a feeling and regret from this 13/4 years of headhunting practice! That is to say, in the management and application level of headhunting, private enterprises in Chinese mainland are always inferior to Taiwanese businessmen on average, and Taiwanese businessmen are always unable to catch up with foreign companies. This comparison is from several angles, including: (1) the concept, mentality and respect (including politeness) of headhunting consultants by enterprises; (2) Interaction, cooperation, cooperation and transparency with headhunting consultants; (3) There is also how to actively and effectively motivate and manage the consciousness and practical behavior of headhunters. This also leads to why foreign companies always compete with Taiwanese businessmen and Taiwanese businessmen always compete with private enterprises in terms of global or China market competition and competitive advantages of human resources. ! ! ! Therefore, the HR director of an enterprise must know how to interact and cooperate with headhunters. ! And how to treat headhunters correctly! Second, the ideal headhunting partner Over the years, Andy Weil has been entrusted by more than 500 outstanding cross-strait manufacturers. We found that when helping them, some manufacturers interacted with us very well, and some manufacturers always felt that the other party didn't know what they were thinking and the interaction was not good. The cooperation of HR personnel is very passive, even indifferent to headhunting service! Later, it was found that quite a few manufacturers may cooperate with more than seven or eight headhunters. My personal professional advice to HR staff is that the number of cooperative companies should not be too much or too little, and three or four companies is the most ideal state. If there are too few families, headhunters will have a negligent service attitude; If there are too many headhunters, there will be too many letters of recommendation, and HR personnel may not have time to digest the letters of recommendation of each headhunter, resulting in a lot of "disregard for human life". Moreover, because HR personnel have to deal with and face so many headhunters, they are so busy that all headhunters feel that they have not received the attention they deserve. I even think there were good candidates to recommend in the past, but it would be strange if I didn't say it! ? This is because the time, energy, interview opportunities and majors of HR personnel have been dispersed and diluted, so it is impossible to take care of so much! For a long time, some headhunters feel that they have not received the attention they deserve, and their chances of success are slim and their sense of accomplishment is low. Slowly, they will only perfunctory your HR talent. Even if you are really in a hurry to find someone, he won't take the time to find you HR! Looking for a headhunter, the focus is on its quality, efficiency and loyalty. No matter how many companies are useless, it is also negative, because every headhunter wants to have a good interaction with HR personnel and recommend past candidates to be taken seriously; Instead of making him think that you are absent-minded, because your HR talent is too fancy! Third, headhunters must replace the old ones with new ones. In addition, when we make initial contact with it, many new customers often respond that they have already cooperated with headhunters, so it is natural that they don't need our help for the time being. However, as the HR director, you should pay attention to the problem of "metabolism", because the old headhunters who have been cooperating with you may wither and die (for example, the old headhunters do not perform well in finding candidates, or stop running headhunting business, or lose enthusiasm and interest in docking your company's list, and so on). ), so there must be a new headhunter waiting there, otherwise it will be green and yellow! And at this point, people who are human resources directors in Chinese mainland should also pay attention to the fact that the following human resources managers and commissioners will play tricks, that is, they will not be allowed to give the list only to headhunting companies opened by their friends and relatives. They just want to block interests and covet kickbacks. I strongly advise all manufacturers in Chinese mainland not to close their doors! Today, there are many naive HR or administrative general managers in Chinese mainland, who often tell their telephone switchboard operators to take anti-blocking measures, that is, as long as the other party can't name the person they are looking for, all incoming calls from outside will be blocked. This practice, like the closed-door policy of the Qing dynasty, is very unfavorable to the development of the company. In the end, it will reduce the competitiveness of the company because it is out of touch with the external environment, and make the company fall into the fate of perdition. Think about it, new customers find the business department, new suppliers find the purchasing department, new research and development products or institutions find the R&D department, and new machine agents find the production department, factory director, new headhunting company and training company to find someone to fund the department, haha! ..... If all these are stopped, the company will lose blood for a long time. ! Do you think this company can keep up with the pace and progress of the times without all external resources and assistance? In the end, like the end of the Qing Dynasty, the whole country will be crushed by competitors and fall apart! Of course, new headhunters are not available immediately, but they can be tested by screening, giving them a list that is difficult to find, and slowly letting him enter the core headhunting circle through several tests! So this does not violate the principle of "three or four cooperative headhunters" that I advocated before! Fourth, how to treat the cost of headhunting HR human resources will encounter a problem when looking for headhunting service, that is, the cost problem; This problem most often occurs in Taiwan Province company. Personally, I have been a headhunting consultant for 13 or 4 years, and I often feel that it is not easy to be a Taiwanese businessman, because their HR personnel always try their best to lower your headhunting commission, and private enterprises and foreign companies are more atmospheric in this respect. In fact, the most important thing to find a headhunter is whether you can help customers find the right person; If only headhunters are cheap, but no one can be found, it is useless to be cheap! Everyone wants good talents, so as HR personnel, we must be vigilant not to let "bad money drive out good money", that is, to avoid letting your headhunting partner give all good talents to your competitors. Therefore, if Taiwan Province HR wants to maintain its core competitiveness and attract talents, it must not be too cost-oriented! Otherwise, all the good talents will be taken away by your enemies, which would be a pity! ! 5. The high communication level of headhunters is a popular way for HR managers and directors to cooperate with headhunters. Most clients send middle and grass-roots supervisors of HR department to contact and interact with headhunting consultants. This is because HR executives in many companies pay attention to their heavy workload and do not pay attention to headhunting, so they cannot understand the importance of headhunting. In fact, when foreign headhunting companies first landed in Taiwan Province Province, headhunting consultants always contacted the CEO and general manager of foreign companies. At that time, many foreign companies had just landed in Taiwan Province Province and attached great importance to the market in Taiwan Province Province. They all had an idea that building a core team was crucial to the success or failure of the company's operation, so headhunting was highly valued by the CEO of foreign companies at that time. After that, the headhunting business gradually expanded to the high-tech electronics industry, financial industry and fast-moving consumer goods industry in Taiwan Province Province. Due to the increasingly fierce competition in the headhunting industry in Taiwan Province Province, some clients have gradually forgotten the essential importance of headhunting because of being praised to the sky, and turned to these young HR middle-level supervisors to carry out the important task of finding core cadres. In fact, our headhunting consultant is not very vain, so we should contact the general manager directly; It's really because there are many disadvantages in communicating and cooperating with these middle-level and grassroots HR executives. For example, they often don't know the direction of finding talents and the overall human resources strategy of the company, and the middle and grass roots don't have enough experience in HR personnel training, which leads to problems in their sensitivity and judgment of talents; Coupled with the low level, many employers' supervisors don't care much about these children's suggestions. In particular, sometimes headhunters invite talents to interview manufacturers, and after two or three weeks or even months, they still don't know what the real intention of the supervisor of the employer is. If our headhunting consultants are more proactive, it is because they have to explain to talents, but they will say "inappropriate!" " Don't know why! ".It makes people angry and sad! Think about this interactive mode, how can customers ask headhunters to find out the right direction to find talents? Not to mention finding excellent talents! Therefore, I personally think that since customers want to find senior executives above the manager through headhunting, the HR director or at least the manager of the company can't hide behind and must take full responsibility. The CEO and general manager of the company should always take the initiative to care about the progress and situation. Instead of letting some middle-level executives and headhunting consultants of HR play hide-and-seek games! Ha! Sixth, the successful HR headhunting story I remember that about ten years ago, Andy Will handled a vivid headhunting success case. At that time, the Group Optoelectronic Company in Taiwan Province Province was faced with operational difficulties and its performance was at a low point, because some core team members of the company were poached by other companies, and the blood loss was very serious. At the beginning, Qunguang HR wanted to recruit outstanding cadres by its own department to fill many vacancies, but many outstanding scientific and technological talents outside, on hearing the word "Qunguang", chickened out and didn't want to go. The initial recruitment is not optimistic! Later, the boss of Qunguang hired a HR director with a foreign background named Michael, who led the HR department. Because Michael knows the importance and strength of headhunting very well, he took the initiative to find our company for help. Because of his personal supervision, he is in close contact, contact and communication with our headhunting consultant every day, and explains the direction of finding talents for each vacancy kindly, clearly and patiently; In particular, he directly participated in the interview process, so after half a year and a year, we have helped Qunguang to form a group of brand-new scientific and technological teams that can be used for war. At this time, all the important departments of Qunguang Company, including foreign business, R&D, PM, QA, manufacturing, etc., have been substantially and qualitatively improved. The fighting capacity of the whole company has been enhanced a lot, and its performance has begun to come back to life. Some products even greatly exceeded the growth of past performance. Therefore, this is a miracle created by a mature and high-level human resources supervisor who is willing to work closely with headhunting consultants. Therefore, my personal opinion is: HR director had better not think that the job of finding important positions should be given to servants to experience and "play" because of authorization, which would be like "children playing with wheelbarrows" and could not afford to play! It won't end well! Moreover, many smart foreign HR directors also understand that no matter how busy they are, they can't let go of the operation, control and encouragement of headhunting. Because they know the mystery and efficacy, and this is also an important power and sacred mission that HR director enjoys especially! 7. How to successfully communicate with headhunters A strange phenomenon often appears in the headhunting consulting service industry, that is, "two horses are better, and horses don't eat grass! "Often many customers who entrust us to find executives can't clearly tell us the conditions for them to find talents, that is, they have no direction to find talents themselves, or the conditions are ambiguous. In this case, our headhunting consultant hopes that the employer will be more clear and it will be more efficient to find! If the conditions are not clear, in one case, even if we recommend a very good candidate, which fully meets all the conditions listed by HR, the customer refuses the interview. If we are in a hurry to call and ask questions, we often don't get a satisfactory answer. What we want to know is: Is this person suitable? If not, what's inappropriate? Sometimes our consultant is like a riddle in a maze! In fact, the conditions for finding talents may be adjusted and changed over time after interviewing clients, which is acceptable to our headhunters, but what we are most afraid of is that we have used a lot of relationships, which is because we have insufficient communication with clients and poor communication, which leads to insufficient tacit understanding. Finally, we have spent a lot of time and energy, but in vain and without effect! During my five or six years in Chinese mainland, I helped many well-known private enterprises, Taiwanese businessmen and foreign companies find all kinds of people, and some strange things happened. For example, the talents we recommended before were told by the manufacturer that they had been interviewed because their English or computers were not good enough for them … and so on. As a result, when we followed up with the talents, the talents told us that we had not received a phone call from the manufacturer to make an appointment for an interview! Ha ha! Is it funny? ! The mystery here is due to the bad habits of human resources personnel of many manufacturers in Chinese mainland. They dominate all or part of the vacancies, that is, they don't let talents sent by other headhunters come for interviews. This ethos can be said to be very bad! ! This phenomenon will happen in private enterprises, Taiwanese businessmen and foreign companies. Therefore, since this kind of bad situation may happen, people as HR managers and directors should be more vigilant and communicate more closely with headhunting consultants in order to know the truth, prevent this kind of joke and find the ideal candidate as soon as possible! Eight, give headhunters five minutes every day. According to the author's years of experience and observation, the main reason for the poor communication between HR personnel and headhunters is that there is too little communication time between the two sides. Headhunting consultants need the support and close communication of HR personnel, because they often have to confirm the qualifications of candidates with HR personnel, or recommend talents and arrange interviews. But often when making a phone call, HR either leaves his seat or is on the phone, and more is the answer of "I am in a meeting". Moreover, this meeting is still held from morning till night, so that headhunting consultants can look at the receiver and sigh! Worst of all, HR still didn't call back after the meeting, or forgot to call back the headhunting consultant. Part of this analysis is because HR personnel still have some deviations or superiority in their ideas, thinking that HR personnel are buyers and headhunters are sellers, so many HR personnel will have a mentality of "recruiting talents" and think that headhunters should look at the faces of their own HR personnel! Therefore, there is a frivolous mentality, rather than a positive concept of "we are partners", fighting side by side. In fact, if everyone can understand that both parties are HR partners, then I suggest that HR personnel should establish a concept and give headhunting consultants at least five minutes every day, which can solve many bad communication and greatly improve the efficiency of finding people. And the headhunting consultant will feel your respect for him and will be more willing to spend more time and energy looking for someone for you! Isn't this a good virtuous circle? The two sides have time to communicate, although it is only five minutes, but it is enough for headhunters to fully understand the correct direction and clear necessary conditions for finding this vacancy, which is directly related to the efficiency and benefit of headhunters looking for hunters, so these five minutes are spent on the cutting edge and well spent! Nine, young HR should learn from headhunting consultants. Of course, from a purely commercial point of view, HR is the buyer and headhunter is the seller. Headhunters naturally need to respect the buyer's meaning and listen to the buyer. However, the headhunting industry involves many occupations, including HR human resources, CP career planning, know-how and terminology of all walks of life, as well as understanding the current industrial and commercial economic trends and controlling the supply and demand of human resources; The most important thing is the professional, technical and self-cultivation experience of headhunters themselves. Therefore, a senior headhunting consultant actually has rich experience in life, society and workplace. It takes at least seven or eight years to train a mature and competent headhunting consultant, plus more than ten years of industry experience before. In this way, the headhunting consultant is an "old-timer" in the workplace over 45 years old on average! Think about it, what kind of scenario and dialogue would it be if a client found an inferior person in his early twenties to face this old headhunting consultant? That's why I said "children play with carts"! Today, many HR managers and directors still can't understand why they want to lead the company as a headhunter! Of course, the young HR is full of energy. If he is modest, he can learn a lot from this veteran headhunter. However, young people are young after all, and many people think they know a lot. I wonder how high the sky is and how thick the ground is. It can be said that it is rare to ask for advice humbly! Another thing is that they are contemptuous. Sometimes I really don't know why the CEO or HR director of many companies dare to let them undertake such a heavy task of finding core cadres, because young people have too little human resources power and too much responsibility, and their rights and responsibilities are really unbalanced! So it's best to hand over the headhunting to HR managers, especially HR directors, because HR managers in many companies are often busy with daily affairs and don't have much leisure! Headhunting, and it should be the constant concern of CEO and general manager, will make this important task of recruiting outstanding senior cadres not because of the following too mechanized operation!