| It's a curious thing when your job involves finding | | | | appealing prospects of promotion and compensation. |
| jobs for others. Recruiters, but more specifically, | | | | This is where headhunters come in. |
| headhunters walk a fine line as they struggle to | | | | Joe Borer, himself a headhunter, says that |
| balance the needs of both employers and | | | | headhunters tend to come in two types: those in it |
| prospective employees. Headhunters offer a more | | | | for the money, and those who are serious about |
| specialised service than what recruitment agencies | | | | building a good reputation and making a positive |
| offer. They are generally only brought in when firms | | | | contribution to the business world. |
| need to fill executive or managerial positions, and | | | | Borer and Doyle agree that good headhunters need |
| need to lure professionals with unique skills and | | | | to have extensive knowledge of business practices |
| expertise away from their current positions. | | | | and market trends. They also need to have built up |
| Many professional business enterprises view | | | | an extensive database of contacts, which they |
| headhunting with scepticism, as it can be an | | | | maintain and update on a regular basis. Ideally, |
| expensive and lengthy undertaking that doesn't | | | | headhunters should specialise in a particular field, so |
| always achieve favourable results. According to an | | | | that they can have a thorough understanding of |
| Executive Talent report by Executives Online, it can | | | | what various executive positions entail, what will be |
| take months for a headhunter to research, screen | | | | expected of new employees and what new |
| and make contact with suitable clients, all of which | | | | employees can expect in return. They should be a |
| costs companies a fortune in lost productivity. The | | | | veritable fount of knowledge from which candidates |
| services of a headhunter don't come cheap, and the | | | | can draw information and ask a multitude of |
| expense is further compounded by the compensation | | | | questions. Headhunters should also be able to furnish |
| package that is usually necessary to lure candidates | | | | their clients with any information they need regarding |
| away from the security of their working | | | | employment trends and possible candidates, as well |
| environments. The Executive Talent report also | | | | as provide them with an estimated timeframe so |
| found that one in six headhunting endeavours ends in | | | | that they can plan for the process. |
| failure. | | | | Doyle points out that one of the most important |
| Considering all of this, why would any business | | | | tasks for a headhunter is to liaise between |
| choose to use the services of a headhunter? The | | | | candidates and clients. Headhunters need to facilitate |
| question is answered by Karin Doyle who is a | | | | communication between both parties concerned and |
| manager for a recruitment agency. According to | | | | ensure that the process goes as smoothly as |
| Doyle, the demand for executive-level skills in | | | | possible and that any hiccups are dealt with |
| management and technology outweighs the supply. | | | | immediately and with the minimum of fuss. According |
| This means that positions aren't likely to be filled by | | | | to Doyle, the process involves an intricate and |
| candidates looking for a job, as they are all in | | | | delicate three-way relationship that should be based |
| comfortable positions already. Suitable candidates | | | | on integrity and trust. |
| need to be well researched and approached with | | | | |