How Do I Become an Executive Recruiter?

Recruiting like a headhunter

High-end talent is important, but difficult to recruit! How can we accurately recruit the high-end talents that companies need? How can we retain the talents who can bring direct benefits to the enterprise? It is the confusion of current enterprises in the recruitment of high-end talents. This book addresses this confusion of enterprises, and aims to teach many companies in the recruitment dilemma how to use headhunting-type recruitment methods to find excellent talents for themselves.
This book is divided into ten chapters, starting from the recruitment difficulties. Let enterprises recognize the current status of talent recruitment; then teach them to change their recruitment concepts, recruitment methods, and recruitment strategies, and use headhunting-type recruitment to solve high-end talent needs. This book starts with four aspects of recruitment, selection, hiring, and evaluation to tell companies how to accurately search for high-end talents, identify talents, successfully persuade talents, and then retain core talents.

Teng Chaochen, graduated from Hefei University of Technology in 1992, and then studied at Zhengzhou University EMBA. Since his founding in 1995, he has continued to cultivate in the field of human resources services for more than 20 years. His founding Bosi Talent Company has served 170,000 enterprises and provided job opportunities for millions of talents. The Boss headhunting company of Boss Talents has provided hunting services to more than 1500 well-known companies including Haier, Vanke, Wanda, CCB, Sanquan, Foxconn, Alibaba, and Zheshang Bank. 500 of the companies that benefited Listed companies or Fortune 500 companies have accumulated rich experience in recruiting high-end talents in the service process.
The Bosi talents led by him have been awarded the title of "Top Ten Influential Brands in China's Industry", and he has been awarded the title of "Top Ten Outstanding Entrepreneurs in China's Human Resources Brand Construction".

Now the competition of enterprises is the competition of talents. He has been engaged in recruitment for more than ten years. From headhunting industry to enterprise recruitment management, recruitment has always been inseparable. The author of the book "Recruiting Like a Headhunter" is always my headhunter after I entered the society from school. He taught me a lot of practical methods of hunting and recruiting. Later, I brought this recruitment method to recruit in the headhunting industry to In my current corporate recruitment, it really works. This book is the essence of Teng's many years of headhunting, and it is worth reading for every headhunter and company recruiting partner.
Jia Junxue, manager of the recruitment and organization development department of JD Huazhong District, has been engaged in management training for 20 years. It is increasingly known that people are difficult to change, especially executives. How successful they have been in the past, and how stubborn their mental models are. "The enemy of excellence is excellence." Therefore, the smarter way for HR workers to think: Recruitment is more important than training! If you can do what is required in "Recruiting Like a Headhunter", the boss should give double pay!
Liu Yongzhong, Founder of Zhongxing Group and Chief Certified Instructor of AACTP Action Learning For executives, headhunting is a familiar stranger. Familiar, because the headhunter's phone rings from time to time; unfamiliar, because the profession of headhunter always carries a layer of mystery. Thanks to Bosi Talent Chairman Teng Chaochen, based on his 20 years of experience in the industry, he has used real cases to reproduce the real scene of domestic headhunting. This book provides a practical, effective and practical method, it is a good recruitment operation guide for business managers.
The author Cui Wei, the deputy director of "Human Resources" magazine, combined his twenty years of headhunting service work, and painted a clear and practical path on how to recruit talents, especially high-end talents, in a simple and understandable language. At the same time, the author's numerous examples of personal experience cited in the book will also be of great help to managers who want to efficiently recruit excellent talents.
Li Baoming, Professor of Zhengzhou University School of Business and Director of the Center for Human Resources and Entrepreneurship Research Human resources management is all about managing the company. Finding the right people is a top priority, but it's easy to do. I am very pleased to read "Recruiting Like a Headhunter" today. This book is not only a measure of time, but also a crystallization of practice. It is not only a highly operational reference book, but also provides a methodology and unique values about talents. A must-have desk book for every entrepreneur.
Famous financial media person, Lu Ming, founder and chairman of Qunxiang Enterprise Furniture Club

Chapter 1. Talent contention has become an international "war"
1. High-end talent is a big desire of the boss / 2
Lei Jun: At least 70% of the time in the first year of recruitment / 2
Wang Jianlin: 8 million to recruit Wanda e-commerce CEO / 4
Meng Xiangsheng: "Bull stock" Suning speeds up to recruit "Burman" / 5
LinkedIn Founder and CEO: Don't Stop Hiring / 6
2. There is talent, there is a future / 8
"Two more and one shortage", enterprises are facing talent "drought" / 8
Recruitment is the first step of business development / 9
High-end talent is an important asset for a company / 12
Chapter 2 Recruitment Dilemma: Seven "Sins" Difficult for High-end Talents
1. "Spindle-like" supply pattern of the market / 16
2. Business is just like first love, how can people be unwilling to love / 19
3. High-end talents in other companies / 21
4. Poor Recruitment Power of Enterprises / 23
5. Temporary stance, lack of reasonable planning / 26
6. Peter's Principle: Hesitation of Unreasonable Promotion / 28
7. Mass entrepreneurship, unstoppable tide of entrepreneurs / 31
8. Top ten tabs for recruitment, how many do you account for? / 34
Chapter 3: Meeting the Challenges: Changing Your Mind and Recruiting Like a Headhunter 1. Turn Your Enterprise into a "Talent" Magnetic Field / 40
Concept: It's not products and services, but talents
Planning: Do a good job of planning the talent needs of the company and make clear its own advantages / 41
Attraction: Increase the treatment of core talent by 20% / 43
Image: Professional and capable, but also with affinity / 45
Sincerity: More than 30% of time is spent on talents / 47
Blue Ocean: Hiring Territory You Must Know / 48
Branding: Tagging and Promoting with the Company's Talent Outlook / 50
2. Rethinking Recruitment and Establishing a New Recruitment Concept / 53
Rethinking the Four Links of Recruiting / 53
Be proactive and recruit like marketing / 55
Putting aside the low-end lines and locking the high-end talent gathering place / 57
Accurate positioning, haystack is not suitable for high-end talents / 58
Building Your Industry's Talent Circle / 61
3. Start Headhunting / 63
Recruitment is a "hunting" / 63
Where does headhunting win? / 64
Establishment of talent data base / 69
Chapter 4 Preliminary Preparations: Determine the "hunting" plan 1. Evaluate and analyze, do not do "headless flies" / 74
Business Needs Analysis: The Overall Appeal of Recruitment / 74
Analysis of enterprise conditions: how many weights? / 76
Analysis of job elements: what kind of talents are needed? / 77
Industry Status Analysis: Recognizing the Compensation and Competition Status of Industry Talents / 79
Analysis of the market environment: is there sufficient supply of talents? / 81
Boss management style analysis: who attracts? / 83
2. There is a plan to be organized / 86
Mapping the Talent of an Enterprise / 86
The 5W3H Work Plan Law of Headhunting Recruitment Suggests Supplements and Enhances Professionalism / 88
Establishing a project team: planning recruitment affairs, professionals doing professional affairs / 90
Chapter 5 Preliminary Preparation: Determine the "hunting" plan Search mode: find "prey" resources 1. 360 ° search talent / 96
Horizontal search: relying on industry to find talent / 96
Vertical Search: Relying on Jobs to Find Talent / 97
Circle Search: Locating Talent with Social Circles / 99
Curve Search: Talent Search also Crosses Boundaries / 101
2. Smooth recruitment channels and open talent entrance / 104
Internal Recruitment: Integrating Enterprise Talent Resources / 104
External Recruitment: Talent Resources for the Docking Market / 106
Social Media: New Recruitment Law in the Mobile Internet Era / 108
Chapter 6 Selection and Matching: Picking "Good Prey 1. Talent Matching, Survival of the Fittest / 112
Talent mismatch results 112
Clarify core requirements for recruitment positions / 115
Building a Competency Model as Figured / 116
Four directions for matching selection / 118
Why do high-end talent mismatches occur frequently? / 122
Strict adherence to high standards, talent issues will never be resolved / 124
2. Interview-Comprehensive Value Matching / 127
Evaluating "Attracting" and "Attracting" Candidates / 127
Interviewer-Accurately identify good candidates / 129
Structured Interview with Objective Alternative to Subjective / 130
Extreme State Interview Method / 132
Recessive Question Interview Method / 133
Outreach Interview Method / 135
Situational Interview Method / 137
3. Simulation test-actual value matching / 139
Work simulation, speak better than do well / 139
Design targeted scene simulation / 141
Test and Evaluation, Results and Processes
Writing Recruiting Copy with Talent Thinking / 145
Chapter 7 Background Check: Finding the Talents and Putting "Quality Control" on
1. Why Do We Need a Background Check? / 150
Shield employment risks and reduce losses / 150
Unveiling the next layer of job candidates / 153
Predicting Candidates' Future Capabilities and Performance / 154
Discover the shortcomings of ability, take the strength of the people, the short of tolerance / 156
2. Background check, post information "filter" / 158
Defining content and clear investigation direction / 158
Avoiding Taboos and Doing Effective Investigations / 160
Background check, who will perform it? / 162
3. Background check execution process / 164
Key points for the selection of witnesses / 164
Verifying Authenticity: The Main Directions for Asking the Proofer / 166
Unearthing Real Information: Communication Skills with Proofers / 167
Analysis and storage of survey results / 169
Chapter 8 Absolute Persuasion: Good "Hunting" Wins Good Talents 1. Let Talents Say "Yes" / 172
Learn to "dig a foot" like a headhunter / 172
Top 5 opportunities to persuade talent / 174
Perseverance, don't let success stop at the next step / 175
2. The Seven Reasons for Talent "Closing" / 179
Suitable for: this job is yours / 179
Fun: Doing Happy Work / 180
Family: Work and Family / 182
Freedom: Don't Bury Your Creativity / 185
Prospects: You Can Get A Good Future / 186
Dreams: Don't Let the Fire of Real Dreams Go Out / 188
Achievement: Making people more dignified / 190
Chapter 9 Determining Your Hire: Decisive Attacks, Quick Capture 1. Final Selection, Final Selection / 194
Key Quality of Outstanding Talents / 194
Ability is key, will is more important / 196
2. Pay attention to notification norms and be a courteous company / 199
Ways and points of notification to admissions / 199
Ways and Points of Notifying Candidates / 202
3. Make a quick decision, let talent win at the starting line / 204
Discussing Win-Win Work Treatments and Models / 204
Career Planning with Talent / 208
Optimizing the Environment and Getting Talents to Work Quickly / 210
Chapter 10 Tracking Services: What's Left Behind Is Good 1. Recruited, Want To Recruit / 214
Eight Reasons for "Airborne Soldier" to Leave / 214
Candidate Exit Management / 217
Avoiding candidates from rejecting offers / 218
2. Recruit, stay more / 222
Work follow-up: get on the horse and get a ride / 222
What is left is good / 224
Chapter 1. Talent contention has become an international "war"
1. High-end talent is a big desire of the boss / 2
Lei Jun: At least 70% of the time in the first year of recruitment / 2
Wang Jianlin: 8 million to recruit Wanda e-commerce CEO / 4
Meng Xiangsheng: "Bull stock" Suning speeds up to recruit "Burman" / 5
LinkedIn Founder and CEO: Don't Stop Hiring / 6
2. There is talent, there is a future / 8
"Two more and one shortage", enterprises are facing talent "drought" / 8
Recruitment is the first step of business development / 9
High-end talent is an important asset for a company / 12
Chapter 2 Recruitment Dilemma: Seven "Sins" Difficult for High-end Talents
1. "Spindle-like" supply pattern of the market / 16
2. Business is just like first love, how can people be unwilling to love / 19
3. High-end talents in other companies / 21
4. Poor Recruitment Power of Enterprises / 23
5. Temporary stance, lack of reasonable planning / 26
6. Peter's Principle: Hesitation of Unreasonable Promotion / 28
7. Mass entrepreneurship, unstoppable tide of entrepreneurs / 31
8. Top ten tabs for recruitment, how many do you account for? / 34
Chapter 3: Meeting the Challenges: Changing Your Mind and Recruiting Like a Headhunter 1. Turn Your Enterprise into a Talent Field
Concept: It's not products and services, but talents
Planning: Do a good job of planning the talent needs of the company and make clear its own advantages / 41
Attraction: Increase the treatment of core talent by 20% / 43
Image: Professional and capable, but also with affinity / 45
Sincerity: More than 30% of time is spent on talents / 47
Blue Ocean: Hiring Territory You Must Know / 48
Branding: Tagging and Promoting with the Company's Talent Outlook / 50
2. Rethinking Recruitment and Establishing a New Recruitment Concept / 53
Rethinking the Four Links of Recruiting / 53
Be proactive and recruit like marketing / 55
Putting aside the low-end lines and locking the high-end talent gathering place / 57
Accurate positioning, haystack is not suitable for high-end talents / 58
Building Your Industry's Talent Circle / 61
3. Start Headhunting / 63
Recruitment is a "hunting" / 63
Where does headhunting win? / 64
Establishment of talent data base / 69
Chapter 4 Preliminary Preparations: Determine the "hunting" plan 1. Evaluate and analyze, do not do "headless flies" / 74
Business Needs Analysis: The Overall Appeal of Recruitment / 74
Analysis of enterprise conditions: how many weights? / 76
Analysis of job elements: what kind of talents are needed? / 77
Industry Status Analysis: Recognizing the Compensation and Competition Status of Industry Talents / 79
Analysis of the market environment: is there sufficient supply of talents? / 81
Boss management style analysis: who attracts? / 83
2. There is a plan to be organized / 86
Mapping the Talent of an Enterprise / 86
The 5W3H Work Plan Law of Headhunting Recruitment Suggests Supplements and Enhances Professionalism / 88
Establishing a project team: planning recruitment affairs, professionals doing professional affairs / 90
Chapter 5 Preliminary Preparation: Determine the "hunting" plan Search mode: find "prey" resources 1. 360 ° search talent / 96
Horizontal search: relying on industry to find talent / 96
Vertical Search: Relying on Jobs to Find Talent / 97
Circle Search: Locating Talent with Social Circles / 99
Curve Search: Talent Search also Crosses Boundaries / 101
2. Smooth recruitment channels and open talent entrance / 104
Internal Recruitment: Integrating Enterprise Talent Resources / 104
External Recruitment: Talent Resources for the Docking Market / 106
Social Media: New Recruitment Law in the Mobile Internet Era / 108
Chapter 6 Selection and Matching: Picking "Good Prey 1. Talent Matching, Survival of the Fittest / 112
Talent mismatch results 112
Clarify core requirements for recruitment positions / 115
Building a Competency Model as Figured / 116
Four directions for matching selection / 118
Why do high-end talent mismatches occur frequently? / 122
Strict adherence to high standards, talent issues will never be resolved / 124
2. Interview-Comprehensive Value Matching / 127
Evaluating "Attracting" and "Attracting" Candidates / 127
Interviewer-Accurately identify good candidates / 129
Structured Interview with Objective Alternative to Subjective / 130
Extreme State Interview Method / 132
Recessive Question Interview Method / 133
Outreach Interview Method / 135
Situational Interview Method / 137
3. Simulation test-actual value matching / 139
Work simulation, speak better than do well / 139
Design targeted scene simulation / 141
Test and Evaluation, Results and Processes
Writing Recruiting Copy with Talent Thinking / 145
Chapter 7 Background Check: Finding the Talents and Putting "Quality Control" on
1. Why Do We Need a Background Check? / 150
Shield employment risks and reduce losses / 150
Unveiling the next layer of job candidates / 153
Predicting Candidates' Future Capabilities and Performance / 154
Discover the shortcomings of ability, take the strength of people, and the short of tolerance
2. Background check, post information "filter" / 158
Defining content and clear investigation direction / 158
Avoiding Taboos and Doing Effective Investigations / 160
Background check, who will perform it? / 162
3. Background check execution process / 164
Key points for the selection of witnesses / 164
Verifying Authenticity: The Main Directions for Asking the Proofer / 166
Unearthing Real Information: Communication Skills with Proofers / 167
Analysis and storage of survey results / 169
Chapter 8 Absolute Persuasion: Good "Hunting" Wins Good Talents 1. Let Talents Say "Yes" / 172
Learn to "dig a foot" like a headhunter / 172
Top 5 opportunities to persuade talent / 174
Perseverance, don't let success stop at the next step / 175
2. The Seven Reasons for Talent "Closing" / 179
Suitable for: this job is yours / 179
Fun: Doing Happy Work / 180
Family: Work and Family / 182
Freedom: Don't Bury Your Creativity / 185
Prospects: You Can Get A Good Future / 186
Dreams: Don't Let the Fire of Real Dreams Go Out / 188
Achievement: Making people more dignified / 190
Chapter 9 Determining Your Hire: Decisive Attacks, Quick Capture 1. Final Selection, Final Selection / 194
Key Quality of Outstanding Talents / 194
Ability is key, will is more important / 196
2. Pay attention to notification norms and be a courteous company / 199
Ways and points of notification to admissions / 199
Ways and Points of Notifying Candidates / 202
3. Make a quick decision, let talent win at the starting line / 204
Discussing Win-Win Work Treatments and Models / 204
Career Planning with Talent / 208
Optimizing the Environment and Getting Talents to Work Quickly / 210
Chapter 10 Tracking Services: What's Left Behind Is Good 1. Recruited, Want To Recruit / 214
Eight Reasons for "Airborne Soldier" to Leave / 214
Candidate Exit Management / 217
Avoiding candidates from rejecting offers / 218
2. Recruit, stay more / 222
Work follow-up: get on the horse and get a ride / 222
What is left is good / 224

Facing the Difficulties: Changing Your Mind, Recruiting Like a Headhunter 3. Start a Headhunter-style Recruitment Recruitment is a "hunting"
Now that high-end talents are scarce and the battle for talents is becoming increasingly fierce, the recruitment of high-end talents is more like a "hunting". Although many enterprises in our country are desperate for high-end talents, they have not regarded recruitment as a "hunting", let alone the spirit of hunters. They often lack advance planning and layout before recruiting. They do not know their hunting strength, they do not know in which jungle the "prey" they want to hunt exists, and they do not know what hunting tools to adopt and what to set. The bait makes it easier to catch the "prey". Although some companies have plans and correct directions in the recruitment process, the hunting process has been quick and successful, or they have to recruit a seemingly suitable person and hurriedly close the net without conducting a serious assessment, or they have not found a suitable one in a short period of time. High-end talents are easily abandoned, and then the talent standard is automatically lowered. Such a "hunting" behavior is obviously a failure, and it is difficult for the enterprise to "hunt" the high-end talents it really needs.
In contrast, the talent hunting work of headhunting companies, whether it is the initial search work or the subsequent communication work, the background investigation of candidates, headhunting companies have directions, goals, strategies, proactive, and even more rare is that headhunting companies Will not give up easily, always hold the long-term mentality to catch big fish to treat the "prey" they hunt. In the face of outstanding talents, headhunting companies will be more careful, on the one hand, to ensure the excellence of talents, on the other hand, to ensure that customer companies can hold this "big game". Many headhunting companies will carefully select from hundreds of candidates after receiving the headhunting project. One by one will be screened out, and a few more suitable candidates will be recommended to client companies. Some of the more important and tricky headhunters Project, it is possible to spend half a year. If in this process, the headhunting company does not have the spirit of a hunter, it is difficult to recommend suitable candidates for the enterprise.
Therefore, for corporate HR, in the age of the increasingly competitive Internet, recruitment is not so difficult to find, and it is not so difficult to find high-quality high-end talents, as long as you consider yourself a real hunter and have a headhunting Spirit, do a good job of "hunting" in advance, and take your "prey" seriously. You must have perseverance while you have direction, goals, and strategies. You will not worry about finding suitable talents.
Where does headhunting win?
In order to recruit excellent high-end talents, companies need to adopt headhunting-type recruitment methods. Compared with traditional recruitment methods, headhunting-type recruitment wins in the following aspects:
(1) Fast-track hunting of high-end candidate cases On May 15, 2013, at 11:10 am, the leading real estate company in Central Plains commissioned Bosi Recruitment to recruit General Manager of Group Investment Management Department and required that the candidate must be in the same industry in China. Managers in equivalent positions in the top 20 companies.
At 11:25, the company temporarily held a project start-up meeting. Before 12:00, the partner Hou Junjie was responsible for forming a 1 + 1 + 2 small team. The team members include 1 project manager, 1 real estate senior consultant, 2 real estate assistants, and executes the hunting project code-named JJ-05. On the day after the team was formed, project members began to search the company's high-quality talent information database. At the end of the night, more than 100 resumes were screened out. Things were not progressing well, and the overall resume quality was not high enough to meet the requirements of the company. The 16th is Saturday. The members of the project team did not rest. It has been overtime for two days. It was not until 8:35 am on the 17th that the target was locked on a candidate W who was in the age, resume, and position that met the requirements of the client company. . W, 39 years old, working in Guangzhou, native of Luoyang, Henan, master's degree in finance from Central University of Finance and Economics, MBA from Cass Business School of City University of England, has been the manager of the investment management department of two real estate companies in Central Real Estate TOP10.
After getting the contact information of the candidate, the headhunting consultant hurriedly called and conducted preliminary communication with the candidate. W behaved cautiously, but said that the position can also be considered, but it depends on the platform and salary situation. The consultant quickly obtained a more detailed resume from the candidate, together with the preliminary back-off materials, arranged it at a fast speed and sent it to the client company.
The company feels very good about the candidate's profile. On May 20th, the vice president of human resources of the company wanted to invite candidates to meet in Hong Kong. At the same time, in order to allow the candidates to feel the atmosphere of the company's Hong Kong company. On the sixth day after the first meeting, under the mediation of a headhunting consultant, the candidate was invited to the group headquarters to make a formal communication with the group decision-making committee. The two sides had a happy meeting. The candidate accepted the offer with an annual salary of 800,000 yuan. .
From receiving the commissioned project to hiring, it took 11 days for the headhunting company, which was praised by the client companies and candidates. Quick, it can be said that it is the essence of headhunting and one of the characteristics of headhunting. Because high-end people can bring great value to the company. Therefore, from the perspective of enterprise development, the recruitment of high-end talents must not be delayed. In terms of the scarcity of high-end talents and the fierce competition for corporate talents, it is even more important to treat high-end talents first. However, the sky-high recruiting method adopted by most companies cannot recruit high-end talents in the first time. But headhunting is not the same. It concentrates all resources to search for talents, and can find talents in the first time, so that the recruitment can be carried out quickly.
(2) The speed of recruiting candidates with sincerity is not the only feature of headhunting. Headhunting companies also have a common trick when recruiting candidates, and that is sincerity.
Case Our company was once entrusted by a well-known company in Henan to find a CEO who has working experience in going public.
After understanding the needs of the client companies, the company began to search for candidates for CEO among the top 100 companies in the national engineering decoration industry. After several rounds of search, communication and screening, the company targeted the top five Q companies in the domestic industry. Mr. Chen, as the deputy general manager, was short of Q when he was just listed. He thought he could get some shares but failed to do so. After the initial communication, Mr. Chen had some interest in the company in Henan. Therefore, the headhunting company recommended Mr. Chen to the client company and arranged the boss of the client company to dock with Mr. Chen. After the interview, the boss of the client company was also very satisfied with Mr. Chen.
Later, Mr. Chen expressed his two concerns to the headhunting company: one is that the company he is currently in has a wide working area in Henan, and his family has concerns; the other is that he does not know the strength of the client company in terms of engineering decoration How, if you really want to go public, this will affect his future development. Despite these two concerns, Mr. Chen is generally satisfied with the client company and wants to change his working environment.
The headhunting company told Mr. Chen's ideas to the client company, and then the advice to the client was to move Mr. Chen and his family with sincerity when the concerns of Mr. Chen could not be eliminated. So, the headhunting consultant and the CEO of the client company rushed to Guangzhou with the letter of appointment. Mr. Chen was not notified during this trip to Guangzhou. Mr. Chen was quite pleasantly surprised by the arrival of headhunting consultants and corporate executives. He was very enthusiastic with his family and invited them to dinner. At the dinner table, the CEO of the company showed great enthusiasm. He not only described the listing plan in detail, expressed his cherishment of talents such as Mr. Chen, but also promised options. At about the same time, the headhunting consultant took out the big red letter of appointment prepared in advance and gave it to the CEO of the company, who then handed it to Mr. Chen. Mr. Chen took the letter of appointment with his wife's smiling eyes.
When hunting for high-end talents, excellent headhunters will always be extremely sincere in the first telephone conversations and face-to-face interviews, and will sincerely analyze the advantages and disadvantages of candidates from the perspective of candidates. This is not only a respect for high-end candidates, but also close the distance between themselves and candidates.
Chapter 3: Meeting the Difficulties: Changing Your Mind, Recruiting Like a Headhunter 3. Starting a Recruitment Recruitment Recruitment is a "hunting"
Now that high-end talents are scarce and the battle for talents is becoming increasingly fierce, the recruitment of high-end talents is more like a "hunting". Although many enterprises in our country are desperate for high-end talents, they have not regarded recruitment as a "hunting", let alone the spirit of hunters. They often lack advance planning and layout before recruiting. They do not know their hunting strength, they do not know in which jungle the "prey" they want to hunt exists, and they do not know what hunting tools to adopt and what to set. The bait makes it easier to catch the "prey". Although some companies have plans and correct directions in the recruitment process, the hunting process has been quick and successful, or they have to recruit a seemingly suitable person and hurriedly close the net without conducting a serious assessment or failing to find a suitable one in a short period High-end talents are easily abandoned, and then the talent standard is automatically lowered. Such a "hunting" behavior is obviously a failure, and it is difficult for the enterprise to "hunt" the high-end talents it really needs.
In contrast, the talent hunting work of headhunting companies, whether it is the initial search work or the subsequent communication work, the background investigation of candidates, headhunting companies have directions, goals, strategies, proactive, and even more rare is that headhunting companies Will not give up easily, always hold the long-term mentality to catch big fish to treat the "prey" they hunt. In the face of outstanding talents, headhunting companies will be more careful, on the one hand, to ensure the excellence of talents, on the other hand, to ensure that customer companies can hold this "big game". Many headhunting companies will carefully select from hundreds of candidates after receiving the headhunting project. One by one will be screened out, and a few more suitable candidates will be recommended to client companies. Some of the more important and tricky headhunters Project, it is possible to spend half a year. If in this process, the headhunting company does not have the spirit of a hunter, it is difficult to recommend suitable candidates for the enterprise.
Therefore, for corporate HR, in the age of the increasingly competitive Internet, recruitment is not so difficult to find, and it is not so difficult to find high-quality high-end talents, as long as you consider yourself a real hunter and have a headhunting Spirit, do a good job of "hunting" in advance, and take your "prey" seriously. You must have perseverance while you have direction, goals, and strategies. You will not worry about finding suitable talents.
Where does headhunting win?
In order to recruit excellent high-end talents, companies need to adopt headhunting-type recruitment methods. Compared with traditional recruitment methods, headhunting-type recruitment wins in the following aspects:
(1) Fast-track hunting of high-end candidate cases On May 15, 2013, at 11:10 am, the leading real estate company in Central Plains commissioned Bosi Recruitment to recruit General Manager of Group Investment Management Department and required that the candidate must be in the same industry in China. Managers in equivalent positions in the top 20 companies.
At 11:25, the company temporarily held a project start-up meeting. Before 12:00, the partner Hou Junjie was responsible for forming a 1 + 1 + 2 small team. The team members include 1 project manager, 1 real estate senior consultant, 2 real estate assistants, and executes the hunting project code-named JJ-05. On the day after the team was formed, project members began to search the company's high-quality talent information database. At the end of the night, more than 100 resumes were screened out. Things were not progressing well, and the overall resume quality was not high enough to meet the requirements of the company. The 16th is Saturday. The members of the project team did not rest. It has been overtime for two days. It was not until 8:35 am on the 17th that the target was locked on a candidate W who was in the age, resume, and position that met the requirements of the client company. . W, 39 years old, working in Guangzhou, native of Luoyang, Henan, master's degree in finance from Central University of Finance and Economics, MBA from Cass Business School of City University of England, has been the manager of the investment management department of two real estate companies in Central Real Estate TOP10.
After getting the contact information of the candidate, the headhunting consultant hurriedly called and conducted preliminary communication with the candidate. W behaved cautiously, but said that the position can also be considered, but it depends on the platform and salary situation. The consultant quickly obtained a more detailed resume from the candidate, together with the preliminary back-off materials, arranged it at a fast speed and sent it to the client company.
The company feels very good about the candidate's profile. On May 20th, the vice president of human resources of the company wanted to invite candidates to meet in Hong Kong. At the same time, in order to allow the candidates to feel the atmosphere of the company's Hong Kong company. On the sixth day after the first meeting, under the mediation of a headhunting consultant, the candidate was invited to the group headquarters to make a formal communication with the group decision-making committee. The two sides had a happy meeting. The candidate accepted the offer with an annual salary of 800,000 yuan. .
From receiving the commissioned project to hiring, it took 11 days for the headhunting company, which was praised by the client companies and candidates. Quick, it can be said that it is the essence of headhunting and one of the characteristics of headhunting. Because high-end people can bring great value to the company. Therefore, from the perspective of enterprise development, the recruitment of high-end talents must not be delayed. In terms of the scarcity of high-end talents and the fierce competition for corporate talents, it is even more important to treat high-end talents first. However, the sky-high recruiting method adopted by most companies cannot recruit high-end talents in the first time. But headhunting is not the same. It concentrates all resources to search for talents, and can find talents in the first time, so that the recruitment can be carried out quickly.
(2) The speed of recruiting candidates with sincerity is not the only feature of headhunting. Headhunting companies also have a common trick when recruiting candidates, and that is sincerity.
Case Our company was once entrusted by a well-known company in Henan to find a CEO who has working experience in going public.
After understanding the needs of the client companies, the company began to search for candidates for CEO among the top 100 companies in the national engineering decoration industry. After several rounds of search, communication and screening, the company targeted the top five Q companies in the domestic industry. Mr. Chen, as the deputy general manager, was short of Q when he was just listed. He thought he could get some shares but failed to do so. After the initial communication, Mr. Chen had some interest in the company in Henan. Therefore, the headhunting company recommended Mr. Chen to the client company and arranged the boss of the client company to dock with Mr. Chen. After the interview, the boss of the client company was also very satisfied with Mr. Chen.
Later, Mr. Chen expressed his two concerns to the headhunting company: one is that the company he is currently in has a wide working area in Henan, and his family has concerns; the other is that he does not know the strength of the client company in terms of engineering decoration How, if you really want to go public, this will affect his future development. Despite these two concerns, Mr. Chen is generally satisfied with the client company and wants to change his working environment.
The headhunting company told Mr. Chen's ideas to the client company, and then the advice to the client was to move Mr. Chen and his family with sincerity when the concerns of Mr. Chen could not be eliminated. So, the headhunting consultant and the CEO of the client company rushed to Guangzhou with the letter of appointment. Mr. Chen was not notified during this trip to Guangzhou. Mr. Chen was quite pleasantly surprised by the arrival of headhunting consultants and corporate executives. He was very enthusiastic with his family and invited them to dinner. At the dinner table, the CEO of the company showed great enthusiasm. He not only described the listing plan in detail, expressed his cherishment of talents such as Mr. Chen, but also promised options. At about the same time, the headhunting consultant took out the big red letter of appointment prepared in advance and gave it to the CEO of the company, who then handed it to Mr. Chen. Mr. Chen took the letter of appointment with his wife's smiling eyes.
When hunting for high-end talents, excellent headhunters will always be extremely sincere in the first telephone conversations and face-to-face interviews, and will sincerely analyze the advantages and disadvantages of candidates from the perspective of candidates. This is not only a respect for high-end candidates, but also close the distance between themselves and candidates.

I founded Perth Talent Company in December 1995, and it has been 20 years in 2015. For the past 20 years, my team and I have been engaged in talent recruitment services. We are one of the companies in China that started headhunting services. We started hunting in the era when many people mistakenly used "headhunters" as "pig heads". For working, Booz Headhunting has accumulated more than 1,500 companies, more than 500 of the beneficiary companies are listed companies or top 500 companies in the world, and more than 50 are leading companies in the industry. They have accumulated rich experience in serving such companies. High-end talent recruitment experience.
In the past 20 years, China's recruitment market has gone through several important stages such as the talent market, newspaper recruitment, website recruitment, and self-media recruitment. However, as a niche recruiter, headhunters have always occupied an extremely important position and played high-end key talents. Configuration role. According to incomplete statistics, there are currently 30,000 headhunting companies in China. The market size in 2015 was about 30 billion yuan, while the size of the online recruitment market was only 10 billion yuan. Not only that, from the level of recruiters, headhunting recruitment is also strong. Occupying the top of the pyramid of the recruitment market, headhunting consultants can be seen behind the flow of a large number of top management talents and high-end technical talents.
The Chinese economy is already one of the dynamic components of the global economy. Economic integration has led to a global battle for talents. Those talents with high ability and quality have played a vital role in the development of enterprises. The demand for this kind of talent is also increasing, and the competition for talent among enterprises is very fierce. All these make the enterprise face the crisis of shortage of high-end talents. To solve the problem of high-end talents, the company has two paths: one is to cultivate talents by itself; the other is to seek external talents through recruitment.
However, due to various problems such as development status, vision awareness, and management strategies in most of China's small and medium-sized enterprises, the internal "blood-forming" function is not perfect, and it cannot improve the current situation of talent shortage. In order to balance the problem of talent shortage, most companies adopt external recruitment.
The call for difficult recruitment is getting higher and higher, and more and more bosses have a headache for this: they have devoted a lot of energy to corporate recruitment, especially mid-to-high-level recruitment, but it is still difficult to recruit suitable talents; the recruitment director wonders: After so many job advertisements, the candidates are like clouds, why are so many unscrupulous ones coming from the wind? The director of human resources is confused: After the introduced senior executives join the company, the overall performance is always unsatisfactory; the employment department s Employee : Why did the leader who wanted to come so suddenly leave after a few months? ... All business managers are whispering: Who can understand the details of this person? What are the capabilities of newly recruited executives? Can you really create the expected benefits after joining our company? Can this person really accompany the company in the long run? Many companies select outstanding talents through layer-to-layer interviews. After joining the company, their behavioral performance, ability performance, and moral performance may not be as good as they had imagined before joining. Frequently there are employment risks of full ideals and realistic skinny. .
It is also difficult to recruit high-end talent outside the company. Some companies have the wrong concept of talent recruitment, and can not face the importance of recruitment. Recruitment is always temporary, lack of planning, random and blind. In terms of talent assessment, effective methods cannot be adopted. One-sided and subjective, it is difficult to identify the true skills of the candidate. Some companies have over-respected the candidate's past experience and background in recruitment. Blind appointments, mismatched post-talent talents and positions, wasted recruitment costs, and the company suffered unnecessary losses because of using the wrong people; although some companies have their own set of recruitment methods, they also attach great importance to talents, but because of their own development scale , Future prospects, popularity, brand and other aspects are far from big companies, and high-end talents often focus on outstanding companies, leading to some small and medium-sized enterprises "temporary temples can not attract high monks," also the lack of high-end talents headache.
The sad company is that it can recognize talents in recruitment, effectively attract talents and accept them as offers, but after the talents are hired, they are not properly retained, leading to the withdrawal of talents, facing the situation of talent loss and re-employment.
High-end talent is important, but it is difficult to recruit, which is the consensus of most companies. Therefore, some powerful companies will entrust the recruitment of high-end talents to professional headhunting companies. Compared with internal recruitment, professional headhunting companies have a set of standardized and strict business processes, an efficient team that is good at talent search and persuasion, and often can successfully acquire the right talent. Even so, at present, the number of companies recruited through headhunting companies nationwide does not exceed 5% of all employing companies, which means that less than 5% of companies share the bonus of headhunting recruitment, while more than 95% of companies still For one reason or another, I haven't resorted to recruiting channels.
In 2012, I started to hold the training of recruiting like a headhunter, which was well received by the participants. Some companies have achieved immediate results and achievements in the internal recruitment practice of enterprises according to the content of the course, which provided confidence to this original course. With positive feedback, the course is gradually improved. 2015 is the 20th anniversary of the company. I share the hunting experience accumulated by the Bosi team with you.
The purpose of this book is to solve the problems encountered in the rapid recruitment of enterprises, to solve the recruitment confusion of high-end management talents and technical key talents with market absorptivity, and to help many companies trapped in recruitment difficulties to use headhunting methods to find for themselves To outstanding talent.
This book is divided into 10 chapters. Starting from the recruitment difficulties, let companies recognize the current status of talent recruitment, let companies change their concepts, methods, and strategies, and start from the four aspects of recruitment, selection, hiring, and evaluation. Tell the company. How to accurately search for talent goals, skillfully identify talents, successfully persuade talents, and retain talents later. ^[1] Teng Chaochen January 2016

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