The short-term gains of being headhunted could be outweighed by long-term losses, warns Jill Hamlyn, MD of The People Business.
"Headhunting trends in the ICT industry point to a market that has yet to establish a core leadership, with the result that many companies are looking for figureheads rather than depth and cultural fit," she explains.
This trend is exacerbated by the drive for empowered employment equity, with many employers more interested in quotas than the people, and the appeal to the ego can also have disastrous consequences, she says.
"Being approached by a headhunter can be a major ego boost and can easily distract from the reality of the position. In these cases, people allow themselves to be led and become less able to cut through the marketing and evaluate the opportunity properly," says Hamlyn.
Knowing if the position offered is really the right opportunity to take, or even if now is the right time to move, requires knowing the current environment and focusing on sustainability rather than immediate gain, Hamlyn advises.
"If you believe you have achieved what you set out to achieve, have a successor in place to reduce fall-out and are ready for a new challenge, then it may be the right time to move on. However, if these are not yet in place, a move could do considerable damage to your reputation."
Although Hamlyn agrees there is a place for headhunters in the market, she says the service needs to be conducted ethically with the best match of person to position in mind."
She says good headhunters will commonly stress the caliber of their employees and the value of their services, rather than the cost of placing a person.
"They will offer accountability and be proud of the quality of their service. They will be able to stand tall, knowing that they have conducted their business ethically. On the other hand, if they focus on money alone, then you should question their ability to service the particular needs of your organisation," she concludes.
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