hi Iam Working As IT recruiter in one of the software Company Can Any one Figure out the Concept of head hunting???? Thanks in Advance Radhika Srinivasan
From India, Bangalore
1From India, Bangalore
[quote="Arv"]Hi Radhika,
Here is the Details you needed
Headhunting for passive job seekers
Passive job seekers constitute a large percentage of the best talent in the industry. Sudipta Dev highlights what it takes to lure them to change their jobs
It is generally believed that the best candidates are those who are not actively searching for a job. They are happy in their present position and organisation, and are not looking out for a change anytime soon. However, they are proactively thinking about their career and are not averse to a change if opportunities do arise. In the IT industry with its high employee turnover (25-30 percent), where long-term loyalty is almost unheard of, what actually comprises this workforce? Experts believe that almost 40-45 percent of the workforce in the industry comprises passive job seekers. These are people between mid to senior levels, many with a high level of expertise in their field. The brand value of the company, a challenging job role, better perks and positions, might be suitable attractions to make them change their jobs, but there is a category that is the toughest to lure—those with good boss.
The general belief is that it is the passive job seekers who constitute the cream in the industry—the alumni of IITs and IIMs, possessing coveted branded education as well as a high level of expertise. Gautam Sinha, CEO of TVA Infotech, however disagrees, “It is not true that they are the best talent, it just happens that either they have a good boss or the company that they work in is growing fast at that point in time. Long-term
loyalty in the IT business is difficult to build and can only be created if the company is willing to share its wealth creation.”
Why does somebody opt for a job change, particularly at the mid-management level? The “boss problem” factor is one of the essential reasons why people are unhappy in their organisation. There are many other trigger factors. Sunil Gandhi, Centre Head (Mumbai) Mafoi Management Consultants, lists them:
· If an IT professional is not able to upgrade his skills on the technology which is fast changing, and is keen to work in a company which offers an opportunity to work on the latest technology.
· The opportunities and growth in terms of kind of projects, role in the project and monetary aspects.
Who are they?
In most IT organisations, job-hopping starts reducing with seniority and age. In fact, it is not uncommon to find about 25 percent attrition rate in some companies for those with 3-4 years of experience, and less than 1 percent attrition for project managers and above. S C Bhatia, Chief Executive, Datamatics Staffing Services, points out that while passive job seekers are spread across all levels, the majority are in the age group of 30-40 years. It is also true that with age and experience, people are less averse to risk-taking and change jobs less often. However, is this related to skill sets or domain knowledge? “Yes, to a large extent it is applicable to IT people with contemporary skills or domain knowledge where there is a big demand-supply gap. For example,
candidates working on ERP modules, embedded systems, open source technologies and product companies. They also get good opportunities outside India,” answers Bhatia.
The best strategy for a headhunter
Reaching out to passive job seekers and convincing them to take up a job is not an easy task. Most headhunters consider proactive networking as the best strategy. Bhatia informs that approaching them through a reference or mutual contact generally results in a positive response. Gaining the confidence of passive job seekers is important. It is also imperative not to push them into taking up a job. Bhatia points out that one of the toughest problems faced by headhunters in this case is that most clients do not share comprehensive job descriptions which could pose a challenge, especially while speaking to passive job seekers.
The headhunter often has to play the role of a career guide or consultant to convince a passive job seeker. Gandhi agrees that the consultative approach works the best. “Find out what the candidate is doing and what are the job satisfaction levels. If the option available offers all this plus more then put that perspective across. I think the role of a headhunter is to understand the career plan and help the candidate achieve that.”
Sinha acknowledges that selling is tough and one needs to have all the information before calling. The best option, according to him, is soft selling with benefits clearly spelt out. The benefits have to be a combination of the short term (next 3 months) and the long term (next 18 months).
The success rate
The strike rate greatly varies according to the deadlines present before the headhunter. If given more lead-time (which is difficult in keeping with the just-in-time manpower requirements), the success rate naturally goes up. Bhatia agrees that the hit rate is sometimes as low as 25 to 30 percent. Cultivating candidates over time guarantees success.
The company where you are placing the candidate and its perceived “employment value” in the market is the most important factor. If the company is unknown, then the salary and future growth are important, says Sinha. He adds that headhunting for a CEO is purely reference based, “Cold calling is a difficult proposition here. The brand of the recruiting company is a important factor here as potential CEOs will only talk to recruiters from companies that they have heard of.”
Bhatia lists the essentials of headhunting for a CEO:
· Proactive networking with senior IT professionals in seminars and IT forums.
· Seeking references of senior executives from other senior IT professionals.
· Scanning periodicals, the Web, etc, to track the career progress of senior IT professionals.
· Maturity in handling
relationships with senior candidates and gaining their trust. In the US, Eliyon Technologies has a tool that continually scans millions of corporate websites, press releases, electronic news services, and other online sources, for probable senior level hires. Biographical “profiles” are created from this information, which includes details of their experience, education, the organisations they have worked for, etc. Eliyon’s database contains information on millions of professionals, with new records added monthly. Till Indian companies have an access to such a gigantic database of top manpower resources in the country, a significant pool of passive candidates will remain untapped.
It pays to be a passive job seeker
· It is wiser to be on the lookout for another job when the going is good, than wait for things to go wrong. · Passive job search makes you aware of your “market value” in the industry. · It develops a network of mentors and other people who can be useful in the future. · Makes you aware of the skills needed to enhance your potential in the job market. · Enables you to be available when the best opportunities show up.
Headhunting for freshers
PEOPLE - the most valuable resource in today's fast-paced corporate world. The present recruitment scenario is witness to the expertise of executive research firms, better known as headhunters. However even the top companies started off small and there's room for the lone entrepreneur too!
Headhunters have established themselves as a valuable link in the employment chain. Various companies and firms have chosen to enhance their human resource by using the expertise that headhunters bring to recruitment. The boom in the headhunting industry can be attributed to the headhunter's superior understanding of the industry and market norms, job profiles, people skills etc. By virtue of their aggressive networking and people skills, headhunters today have created a niche for themselves. Increasing staff turnover rates have served to propel the headhunting industry to a high demand, high delivery industry. So to join or start a much-needed service like this what does one need to be successful? The pointers below will help in better understanding of the do's and don'ts of the business.
It is imperative to have an in-depth specialised knowledge of the industry, the job requirements, work culture, HR policies etc. This is the reason most headhunters work within well-defined niches and offer their services in specialised industries. A good grasp of the various problems and issues that plague the market, is essential
Every new search assignment that a headhunter takes up involves sifting the grain from the chaff. In other words, it calls for pre-screening numerous candidates for a job. This is where the headhunter's ability to probe beyond the superficial, comes to the fore. Piloting the right person to the right job calls for a specialised screening of the aptitude and skills of the candidates to ensure the selection of high-value performers.
Several factors need to be considered. The headhunter takes into consideration the candidate's values, job preferences, skills, background, family commitments etc. These are the guiding parameters by which the headhunter analyses the candidate's suitability to the requirements of the recruiter. The main objective should not be to generate short-term employment but to bridge the demand-supply gap. Ethical headhunting calls for a sense of integrity.
The headhunter should guide the candidates in interview handling skills.
The headhunter plays an important role in negotiations regarding salary and other benefits.
A headhunter stakes his reputation on the competencies of his candidate. A headhunter's responsibility does not merely end once the candidate is hired. Good follow up with the company is a value-added service that can give a headhunter an edge and help in striking a long-term relationship with the company.
With a clear understanding of the above, a headhunter can be tuned to success in the corporate scenario. The headhunter charges a commission from the company per hire but also owes loyalty to the candidate. Hence, it is vital for him to help the candidate find a fulfilling and rewarding job.
The intense competition in the recruitment procedures has led to several headhunters working round the clock. To sum up, it is not only about skills, but also about being in the right place at the right time. In other words, a true headhunter is one who finds the right peg for the right hole.
Headhunting-what’s it all about?
Just what is the point of headhunters? Are they the human equivalent of the childproof medicine bottle, an over elaborate gadget to prevent one getting at what one needs or are they more comparable to the practical weekly pill dispenser? Well, speaking as a headhunter, I prefer to think the latter-the human form of a useful device that sorts out your medication, allowing you to take the pill you need when you need it. Why? Let me explain.
Medication comes in all shapes, colours, form and size. It needs to be taken in various ways, at different times. Some drugs have side effects. Some are lethal if given to the wrong person. The same situation applies to people. The variety is likewise infinite. The wrong person in the wrong organization can be equally damaging. Headhunters are your HR physicians-your personnel dispenser. We minister to the body corporate.
To return to the less fanciful, executive search recruitment or, as it is more commonly known, headhunting, has long been recognised as an effective way of introducing those with skills to those needing those skills. Headhunting is a direct conduit between the two. It facilitates the movement of talent to where that talent, and those touched by that talent, can flourish. Yet its purpose is often misunderstood, its true worth unrecognised. In many ways it operates much as any other specialist service provider as an adjunct to its clients needs, a resource on which a client can draw as and when required. Thus, drawing parallels with other service providers, headhunting can:
· Provide a skill or knowledge not present in your organization eg as with the use of a patents attorney
· Provide a function not present in your organization eg akin to contract manufacturing,
· Relieve your staff to perform functions for which they are better-suited eg similar to the use of an external trainer
· Provide short-term project related solutions eg as per contract data management
· Provide a scapegoat when things go wrong, like all financial advisors and business consultants!
In doing so, headhunting can mimic all the above scenarios in assisting your company or HR department achieve value added personnel solutions. In addition it can also provide some rather unexpected benefits such as being a window on the outside world, illuminating your company culture with shafts of market intelligence, employment law, sector sensitive remuneration details etc.
But am I presenting a cosy insider’s view of something that could be equally well achieved through placing an advert in the BMJ? To answer that I need to take you step by step through the process and art of headhunting illustrating along the way where we truly add value to the recruitment of key personnel.
The Process
The Client Briefing
The first meeting with the client is mainly devoted to listening and information gathering. We need to know everything we can about the company, department, functions of the role and proposed profile of the candidate. We need to feel a part of the company. The more we know, the better we can represent your case to the market. Headhunters listen-but they do so actively.
The Search
Headhunters actively look for people rather than passively wait for people to come to them, as occurs in advertising. Not only is executive search researcher intensive but its consultants, through years in the industry, have their own extensive network of contacts on which they can draw. Some assignments involve hundreds of contacts, some barely a handful. Certainly by the end of any assignment, the process should have trawled through all the areas where that specialist skill mix might be found. Headhunters are pro-active and tenacious.
The Candidate Interview
Having gleaned your requirements the headhunter sets out to identify, interest, engage and bring to you individuals whose talents match those qualities you are seeking. Moreover, using his/her experience, the headhunter will be looking beyond that role for individuals who can bring that little extra to the table. Will this candidate progress in your company? Can he/she bring an added dimension to the role?
Headhunters are focused-but imaginative.
Interviews are lengthy and exhaustive but, as many candidates will testify, highly enjoyable. For a brief moment in your life you have a captive audience that avidly encourages you to talk about yourself. It can be a truly cathartic experience. However the consultant is not totally passive. These conversations can have far reaching consequences for career and life and it is vital that the candidate is guided into seeing what is right for him/her rather than be flattered by being considered for a golden opportunity. Headhunters are not, despite common belief, trying to shoehorn any person into any job at any price. To complete the jigsaw all the pieces; character, skills, experience and aspiration, have to fit.
Headhunters have insight and understand people.
The Negotiations
All contact between client and candidate can be seamlessly managed to avoid pitfalls and address contentious issues in a productive manner. Once company interviews are underway the headhunter remains available to assist both parties in any way. A third party, independent opinion can be invaluable in providing an outside perspective and arbitrating on matters that hinder progress.
Headhunters facilitate and mentor.
Thus one can see that the headhunter’s role is intense and diverse. Above all it requires a close understanding and trust with all the other parties involved. Headhunters are professionals, there to assist you and work with you in achieving your goal. They should be treated as a valued resource.
So when should you use a headhunter? All the time! Oh I wish. Traditionally headhunting has been used to recruit senior management or board level positions. High profile, talented people are rare. They have to be approached discretely and sensitively. However these criteria increasingly apply to other areas where the talent pool is limited. Special skills need to be brought in through special means.
So how does all this affect you, the physician, working in the healthcare industry?
Primarily through the following:
As a client
You may be the line manager initiating a recruitment assignment. Work with your headhunter as a colleague collaborating in a common task to achieve the optimum result. Utilise him/her as an extra resource to provide impartial advice.
As a source
Most of you will have been phoned or emailed at some time requesting your assistance in identifying a suitable individual for a particular role. Do not be irritated by this. No one expects you to give away the family jewels. However if you do know a colleague who would definitely benefit from such a move-tell him/her. Let them decide for themselves.
As a candidate
Never be complacent. There is no harm in seeing what is out there. Have a look at the assignment brief. Not for you? Say no. We are not talking double-glazing sales techniques here. Say no and no one will bother you further. Say yes and we will endeavour to represent your interests as assiduously as we represent our client’s.
As a headhunter
Why not? Headhunting requires a broad and sound knowledge of the industry, an inquisitive mind and a desire to help one’s fellow man. All these qualities are abundant in physicians, even those working in the industry! Feeling jaded? Looking for a change in career? Headhunting may well be the viable alternative you seek.
In summary, headhunters are experts in managing the healthcare industry’s most valuable asset- its people. Our role is to facilitate the movement of that asset. Our joy like all other professional is in doing the job well and getting it right. Thankfully we usually do.
Regards,
John
From India, Madras
Here is the Details you needed
Headhunting for passive job seekers
Passive job seekers constitute a large percentage of the best talent in the industry. Sudipta Dev highlights what it takes to lure them to change their jobs
It is generally believed that the best candidates are those who are not actively searching for a job. They are happy in their present position and organisation, and are not looking out for a change anytime soon. However, they are proactively thinking about their career and are not averse to a change if opportunities do arise. In the IT industry with its high employee turnover (25-30 percent), where long-term loyalty is almost unheard of, what actually comprises this workforce? Experts believe that almost 40-45 percent of the workforce in the industry comprises passive job seekers. These are people between mid to senior levels, many with a high level of expertise in their field. The brand value of the company, a challenging job role, better perks and positions, might be suitable attractions to make them change their jobs, but there is a category that is the toughest to lure—those with good boss.
The general belief is that it is the passive job seekers who constitute the cream in the industry—the alumni of IITs and IIMs, possessing coveted branded education as well as a high level of expertise. Gautam Sinha, CEO of TVA Infotech, however disagrees, “It is not true that they are the best talent, it just happens that either they have a good boss or the company that they work in is growing fast at that point in time. Long-term
loyalty in the IT business is difficult to build and can only be created if the company is willing to share its wealth creation.”
Why does somebody opt for a job change, particularly at the mid-management level? The “boss problem” factor is one of the essential reasons why people are unhappy in their organisation. There are many other trigger factors. Sunil Gandhi, Centre Head (Mumbai) Mafoi Management Consultants, lists them:
· If an IT professional is not able to upgrade his skills on the technology which is fast changing, and is keen to work in a company which offers an opportunity to work on the latest technology.
· The opportunities and growth in terms of kind of projects, role in the project and monetary aspects.
Who are they?
In most IT organisations, job-hopping starts reducing with seniority and age. In fact, it is not uncommon to find about 25 percent attrition rate in some companies for those with 3-4 years of experience, and less than 1 percent attrition for project managers and above. S C Bhatia, Chief Executive, Datamatics Staffing Services, points out that while passive job seekers are spread across all levels, the majority are in the age group of 30-40 years. It is also true that with age and experience, people are less averse to risk-taking and change jobs less often. However, is this related to skill sets or domain knowledge? “Yes, to a large extent it is applicable to IT people with contemporary skills or domain knowledge where there is a big demand-supply gap. For example,
candidates working on ERP modules, embedded systems, open source technologies and product companies. They also get good opportunities outside India,” answers Bhatia.
The best strategy for a headhunter
Reaching out to passive job seekers and convincing them to take up a job is not an easy task. Most headhunters consider proactive networking as the best strategy. Bhatia informs that approaching them through a reference or mutual contact generally results in a positive response. Gaining the confidence of passive job seekers is important. It is also imperative not to push them into taking up a job. Bhatia points out that one of the toughest problems faced by headhunters in this case is that most clients do not share comprehensive job descriptions which could pose a challenge, especially while speaking to passive job seekers.
The headhunter often has to play the role of a career guide or consultant to convince a passive job seeker. Gandhi agrees that the consultative approach works the best. “Find out what the candidate is doing and what are the job satisfaction levels. If the option available offers all this plus more then put that perspective across. I think the role of a headhunter is to understand the career plan and help the candidate achieve that.”
Sinha acknowledges that selling is tough and one needs to have all the information before calling. The best option, according to him, is soft selling with benefits clearly spelt out. The benefits have to be a combination of the short term (next 3 months) and the long term (next 18 months).
The success rate
The strike rate greatly varies according to the deadlines present before the headhunter. If given more lead-time (which is difficult in keeping with the just-in-time manpower requirements), the success rate naturally goes up. Bhatia agrees that the hit rate is sometimes as low as 25 to 30 percent. Cultivating candidates over time guarantees success.
The company where you are placing the candidate and its perceived “employment value” in the market is the most important factor. If the company is unknown, then the salary and future growth are important, says Sinha. He adds that headhunting for a CEO is purely reference based, “Cold calling is a difficult proposition here. The brand of the recruiting company is a important factor here as potential CEOs will only talk to recruiters from companies that they have heard of.”
Bhatia lists the essentials of headhunting for a CEO:
· Proactive networking with senior IT professionals in seminars and IT forums.
· Seeking references of senior executives from other senior IT professionals.
· Scanning periodicals, the Web, etc, to track the career progress of senior IT professionals.
· Maturity in handling
relationships with senior candidates and gaining their trust. In the US, Eliyon Technologies has a tool that continually scans millions of corporate websites, press releases, electronic news services, and other online sources, for probable senior level hires. Biographical “profiles” are created from this information, which includes details of their experience, education, the organisations they have worked for, etc. Eliyon’s database contains information on millions of professionals, with new records added monthly. Till Indian companies have an access to such a gigantic database of top manpower resources in the country, a significant pool of passive candidates will remain untapped.
It pays to be a passive job seeker
· It is wiser to be on the lookout for another job when the going is good, than wait for things to go wrong. · Passive job search makes you aware of your “market value” in the industry. · It develops a network of mentors and other people who can be useful in the future. · Makes you aware of the skills needed to enhance your potential in the job market. · Enables you to be available when the best opportunities show up.
Headhunting for freshers
PEOPLE - the most valuable resource in today's fast-paced corporate world. The present recruitment scenario is witness to the expertise of executive research firms, better known as headhunters. However even the top companies started off small and there's room for the lone entrepreneur too!
Headhunters have established themselves as a valuable link in the employment chain. Various companies and firms have chosen to enhance their human resource by using the expertise that headhunters bring to recruitment. The boom in the headhunting industry can be attributed to the headhunter's superior understanding of the industry and market norms, job profiles, people skills etc. By virtue of their aggressive networking and people skills, headhunters today have created a niche for themselves. Increasing staff turnover rates have served to propel the headhunting industry to a high demand, high delivery industry. So to join or start a much-needed service like this what does one need to be successful? The pointers below will help in better understanding of the do's and don'ts of the business.
It is imperative to have an in-depth specialised knowledge of the industry, the job requirements, work culture, HR policies etc. This is the reason most headhunters work within well-defined niches and offer their services in specialised industries. A good grasp of the various problems and issues that plague the market, is essential
Every new search assignment that a headhunter takes up involves sifting the grain from the chaff. In other words, it calls for pre-screening numerous candidates for a job. This is where the headhunter's ability to probe beyond the superficial, comes to the fore. Piloting the right person to the right job calls for a specialised screening of the aptitude and skills of the candidates to ensure the selection of high-value performers.
Several factors need to be considered. The headhunter takes into consideration the candidate's values, job preferences, skills, background, family commitments etc. These are the guiding parameters by which the headhunter analyses the candidate's suitability to the requirements of the recruiter. The main objective should not be to generate short-term employment but to bridge the demand-supply gap. Ethical headhunting calls for a sense of integrity.
The headhunter should guide the candidates in interview handling skills.
The headhunter plays an important role in negotiations regarding salary and other benefits.
A headhunter stakes his reputation on the competencies of his candidate. A headhunter's responsibility does not merely end once the candidate is hired. Good follow up with the company is a value-added service that can give a headhunter an edge and help in striking a long-term relationship with the company.
With a clear understanding of the above, a headhunter can be tuned to success in the corporate scenario. The headhunter charges a commission from the company per hire but also owes loyalty to the candidate. Hence, it is vital for him to help the candidate find a fulfilling and rewarding job.
The intense competition in the recruitment procedures has led to several headhunters working round the clock. To sum up, it is not only about skills, but also about being in the right place at the right time. In other words, a true headhunter is one who finds the right peg for the right hole.
Headhunting-what’s it all about?
Just what is the point of headhunters? Are they the human equivalent of the childproof medicine bottle, an over elaborate gadget to prevent one getting at what one needs or are they more comparable to the practical weekly pill dispenser? Well, speaking as a headhunter, I prefer to think the latter-the human form of a useful device that sorts out your medication, allowing you to take the pill you need when you need it. Why? Let me explain.
Medication comes in all shapes, colours, form and size. It needs to be taken in various ways, at different times. Some drugs have side effects. Some are lethal if given to the wrong person. The same situation applies to people. The variety is likewise infinite. The wrong person in the wrong organization can be equally damaging. Headhunters are your HR physicians-your personnel dispenser. We minister to the body corporate.
To return to the less fanciful, executive search recruitment or, as it is more commonly known, headhunting, has long been recognised as an effective way of introducing those with skills to those needing those skills. Headhunting is a direct conduit between the two. It facilitates the movement of talent to where that talent, and those touched by that talent, can flourish. Yet its purpose is often misunderstood, its true worth unrecognised. In many ways it operates much as any other specialist service provider as an adjunct to its clients needs, a resource on which a client can draw as and when required. Thus, drawing parallels with other service providers, headhunting can:
· Provide a skill or knowledge not present in your organization eg as with the use of a patents attorney
· Provide a function not present in your organization eg akin to contract manufacturing,
· Relieve your staff to perform functions for which they are better-suited eg similar to the use of an external trainer
· Provide short-term project related solutions eg as per contract data management
· Provide a scapegoat when things go wrong, like all financial advisors and business consultants!
In doing so, headhunting can mimic all the above scenarios in assisting your company or HR department achieve value added personnel solutions. In addition it can also provide some rather unexpected benefits such as being a window on the outside world, illuminating your company culture with shafts of market intelligence, employment law, sector sensitive remuneration details etc.
But am I presenting a cosy insider’s view of something that could be equally well achieved through placing an advert in the BMJ? To answer that I need to take you step by step through the process and art of headhunting illustrating along the way where we truly add value to the recruitment of key personnel.
The Process
The Client Briefing
The first meeting with the client is mainly devoted to listening and information gathering. We need to know everything we can about the company, department, functions of the role and proposed profile of the candidate. We need to feel a part of the company. The more we know, the better we can represent your case to the market. Headhunters listen-but they do so actively.
The Search
Headhunters actively look for people rather than passively wait for people to come to them, as occurs in advertising. Not only is executive search researcher intensive but its consultants, through years in the industry, have their own extensive network of contacts on which they can draw. Some assignments involve hundreds of contacts, some barely a handful. Certainly by the end of any assignment, the process should have trawled through all the areas where that specialist skill mix might be found. Headhunters are pro-active and tenacious.
The Candidate Interview
Having gleaned your requirements the headhunter sets out to identify, interest, engage and bring to you individuals whose talents match those qualities you are seeking. Moreover, using his/her experience, the headhunter will be looking beyond that role for individuals who can bring that little extra to the table. Will this candidate progress in your company? Can he/she bring an added dimension to the role?
Headhunters are focused-but imaginative.
Interviews are lengthy and exhaustive but, as many candidates will testify, highly enjoyable. For a brief moment in your life you have a captive audience that avidly encourages you to talk about yourself. It can be a truly cathartic experience. However the consultant is not totally passive. These conversations can have far reaching consequences for career and life and it is vital that the candidate is guided into seeing what is right for him/her rather than be flattered by being considered for a golden opportunity. Headhunters are not, despite common belief, trying to shoehorn any person into any job at any price. To complete the jigsaw all the pieces; character, skills, experience and aspiration, have to fit.
Headhunters have insight and understand people.
The Negotiations
All contact between client and candidate can be seamlessly managed to avoid pitfalls and address contentious issues in a productive manner. Once company interviews are underway the headhunter remains available to assist both parties in any way. A third party, independent opinion can be invaluable in providing an outside perspective and arbitrating on matters that hinder progress.
Headhunters facilitate and mentor.
Thus one can see that the headhunter’s role is intense and diverse. Above all it requires a close understanding and trust with all the other parties involved. Headhunters are professionals, there to assist you and work with you in achieving your goal. They should be treated as a valued resource.
So when should you use a headhunter? All the time! Oh I wish. Traditionally headhunting has been used to recruit senior management or board level positions. High profile, talented people are rare. They have to be approached discretely and sensitively. However these criteria increasingly apply to other areas where the talent pool is limited. Special skills need to be brought in through special means.
So how does all this affect you, the physician, working in the healthcare industry?
Primarily through the following:
As a client
You may be the line manager initiating a recruitment assignment. Work with your headhunter as a colleague collaborating in a common task to achieve the optimum result. Utilise him/her as an extra resource to provide impartial advice.
As a source
Most of you will have been phoned or emailed at some time requesting your assistance in identifying a suitable individual for a particular role. Do not be irritated by this. No one expects you to give away the family jewels. However if you do know a colleague who would definitely benefit from such a move-tell him/her. Let them decide for themselves.
As a candidate
Never be complacent. There is no harm in seeing what is out there. Have a look at the assignment brief. Not for you? Say no. We are not talking double-glazing sales techniques here. Say no and no one will bother you further. Say yes and we will endeavour to represent your interests as assiduously as we represent our client’s.
As a headhunter
Why not? Headhunting requires a broad and sound knowledge of the industry, an inquisitive mind and a desire to help one’s fellow man. All these qualities are abundant in physicians, even those working in the industry! Feeling jaded? Looking for a change in career? Headhunting may well be the viable alternative you seek.
In summary, headhunters are experts in managing the healthcare industry’s most valuable asset- its people. Our role is to facilitate the movement of that asset. Our joy like all other professional is in doing the job well and getting it right. Thankfully we usually do.
Regards,
John
From India, Madras
hi john
this post was very useful. neither i am working as an hr nor i am employed anywhere yet, just a mba final yr student but this post not only give me a clear idea about the topic but also cleared all my doubts reg head hunting.
thanks 1c again. :lol:
From India, New Delhi
this post was very useful. neither i am working as an hr nor i am employed anywhere yet, just a mba final yr student but this post not only give me a clear idea about the topic but also cleared all my doubts reg head hunting.
thanks 1c again. :lol:
From India, New Delhi
Hi radhika, It,s nice to see your reply........ Herewith i am sending you the some more attachment.......
From India, Madras
From India, Madras
Dear Friend,
Kindly click on the following link, it will give you some required information,
https://www.citehr.com/download-list...y=Head+Hunting
Pls let me know was this information useful,,
If not let me try out more & give information,,,,
Regards
Mohamed Sardhar
91 93831 93832
From India, Coimbatore
Headhunting is the practice of taking a person's head after killing him or her. Headhunting was practiced during the pre-colonial era in parts of China, India, Punjab, Nigeria, Nurestan, Assam, Nagaland, Myanmar, Borneo, Indonesia, the Philippines, Taiwan, Japan, Micronesia, Melanesia, New Zealand, and the Amazon Basin, as well as among certain tribes of the Celts and Scythians of ancient Europe and in the Pacific theater of World War II. Today it is a universally prohibited practice and appears to have died out.
As a practice, headhunting has been the subject of intense discussion within the anthropological community as to its possible social roles, functions, and motivations. Contemporary scholars generally agree that its primary function was ceremonial, and that it was part of the process of structuring, reinforcing, and defending hierarchical relationships between communities and individuals. Some experts theorize that the practice stemmed from the belief that the head contained "soul matter" or life force, which could be harnessed through its capture. Themes that arise in anthropological writings about headhunting include mortification of the rival, ritual violence, cosmological balance, the display of manhood, cannibalism, and prestige.
From India, New Delhi
As a practice, headhunting has been the subject of intense discussion within the anthropological community as to its possible social roles, functions, and motivations. Contemporary scholars generally agree that its primary function was ceremonial, and that it was part of the process of structuring, reinforcing, and defending hierarchical relationships between communities and individuals. Some experts theorize that the practice stemmed from the belief that the head contained "soul matter" or life force, which could be harnessed through its capture. Themes that arise in anthropological writings about headhunting include mortification of the rival, ritual violence, cosmological balance, the display of manhood, cannibalism, and prestige.
From India, New Delhi
Hi Senior,
Can you forward the details regarding HEAD HUNTING which you've sent to Radhika.... Me too an IT Recruiter.
So, it will helps me a lot. (My mail id- muralichettu@yahoo.co.in)
Pls, do the needful.
Regards,
Murali.N
From India, Madras
Can you forward the details regarding HEAD HUNTING which you've sent to Radhika.... Me too an IT Recruiter.
So, it will helps me a lot. (My mail id- muralichettu@yahoo.co.in)
Pls, do the needful.
Regards,
Murali.N
From India, Madras
Headhunting is the practice of taking a person's head after killing him or her. Headhunting was practiced during the pre-colonial era in parts of China, India, Punjab, Nigeria, Nurestan, Assam, Nagaland, Myanmar, Borneo, Indonesia, the Philippines, Taiwan, Japan, Micronesia, Melanesia, New Zealand, and the Amazon Basin, as well as among certain tribes of the Celts and Scythians of ancient Europe and in the Pacific theater of World War II. Today it is a universally prohibited practice and appears to have died out.
As a practice, headhunting has been the subject of intense discussion within the anthropological community as to its possible social roles, functions, and motivations. Contemporary scholars generally agree that its primary function was ceremonial, and that it was part of the process of structuring, reinforcing, and defending hierarchical relationships between communities and individuals. Some experts theorize that the practice stemmed from the belief that the head contained "soul matter" or life force, which could be harnessed through its capture. Themes that arise in anthropological writings about headhunting include mortification of the rival, ritual violence, cosmological balance, the display of manhood, cannibalism, and prestige.
And if u have any clear defination of HRM, pls provide. My id is
.
From India, New Delhi
As a practice, headhunting has been the subject of intense discussion within the anthropological community as to its possible social roles, functions, and motivations. Contemporary scholars generally agree that its primary function was ceremonial, and that it was part of the process of structuring, reinforcing, and defending hierarchical relationships between communities and individuals. Some experts theorize that the practice stemmed from the belief that the head contained "soul matter" or life force, which could be harnessed through its capture. Themes that arise in anthropological writings about headhunting include mortification of the rival, ritual violence, cosmological balance, the display of manhood, cannibalism, and prestige.
And if u have any clear defination of HRM, pls provide. My id is
From India, New Delhi
Hi John,
As an HR guy (Working as HR-Recruiter), I need to know completely about the topic HEAD-HUNTING...
what it all about, also send me some materials regarding this to muralichettu@yahoo.co.in.
Warm Regards,
Murali.N
From India, Madras
As an HR guy (Working as HR-Recruiter), I need to know completely about the topic HEAD-HUNTING...
what it all about, also send me some materials regarding this to muralichettu@yahoo.co.in.
Warm Regards,
Murali.N
From India, Madras
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Head hunting.ppt