The negative connotations of the term 'headhunting' in the profession of recruitment are unfortunate. While we don't quite visualise a fellow with a bone through his nose and a bushel of human heads strung to his belt, the association with aggressive and predatory traits lingers on.
However, the service of headhunting is in greater demand than ever, which indicates that it's about time we use a friendlier name for it. 'Executive search', 'talent acquisition' - these are popular alternatives - yet neither has a comparable 'ring' to it.
Certainly, the recruitment industry isn't ready to ditch the name quite yet, because we all know exactly what it means.
Why is the service of headhunting flourishing at the moment? In the current job market, especially in global sectors such as IT, construction and engineering, the demand for executive-level skills in management and technology is greater than the supply.
One consequence of this is that top calibre candidates can't easily be reached through the media, because they are currently employed and are unlikely to be actively seeking new opportunities. It will take the right career advancement and compensation to encourage them to change jobs. In this scenario, it's only the professional head-hunter who can source such people quickly and accurately.
Added to this, a wrong hiring decision can be a very expensive mistake, and it is no wonder more companies are viewing the expense of an executive search service as a worthwhile return on investment.
However, it is wise to be selective about whom you hire to do your executive search. Headhunting is a skill that requires special talents and expertise. Professional recruiters approach this business as a science, and apply a methodology that aims to build a wide network.
It requires sound knowledge of the market sector, efficiency, targeted networking, research, selection and record validation and the creation of profiles to build up a pool of talent - that database of contacts which is the lifeblood of this industry.
Excellent interpersonal skills are vital here because, in the end, headhunting is all about relationships. It starts with a natural curiosity and the ability to connect easily with people, the knack of being able to break the ice, and the ability to woo and build rapport.
The exceptional recruiter will rely on relationships as the chief resource and will build these on a foundation of social and nurturing skills. The database of CVs is of no use, unless it is matched by relationships that have value and depth.
Today's head-hunters need to know not only who their contacts are and what skills and experience they have; they also need an in-depth knowledge of their candidate's career preferences, the social and cultural fit that would suit them best, or whether spouse and family need to be considered; and they need to be sensitive to their needs and aspirations. This is the kind of information that ensures a dynamic pool of talent that can be matched effectively to the hiring requirements of prospective employers.
That being said, the relationships with employers are equally important. The professional recruiter will pay equal attention to both the seller and the buyer. This means a sound knowledge of the inner workings of the client - an understanding of the cogs of the company structure - is critical if both the candidate and the client are to be served with integrity.
Liaison between the candidate and the client is an essential part of the service offered by a professional recruiter, from the first point of contact until the appointment has been made and even into the on-boarding process. It's a three-way relationship that should be based on integrity and trust, with the recruiter providing the pivotal interpretation and communication that brings the candidate and the client together.
The acceptance of the positive value offered by head-hunters is also fuelled by the very fast pace of today's business world. Candidates don't have the time to aggressively seek out new opportunities and they tend to welcome the marketing and representation that an executive search specialist can do on their behalf. The overload of communication tools, especially now that online recruitment is a significant player, means the process of search, sift and select has become complex - here the head-hunter can assist with quick reference, because he/she already knows who's out there.
Market movement is quick and constantly changing, and the sussed recruiter keeps up to date with developments, as well as having exposure to a huge pool of talent. We live in an increasingly instant society, where information is pushed to us in a multitude of formats. To find that top talent is an intense process, not something that happens at the drop of a hat. It is therefore important to appreciate the professional service a recruiter renders.
So the place of the executive search specialist is both entrenched and valued in today's market place. Companies that implement strong staff retention policies and value the addition of top calibre talent to their team are not threatened by the networking activities of such specialists, and are willing to pay a premium for their services.
The candidates who are targeted rightly perceive the practice of headhunting as the communication of opportunities. Bringing together the right minds for the mutual benefit of the company and the candidate is what it's all about. So what should it be called? Targeting talent, scouting for skills, mining for minds? No, it seems that 'headhunting' is here to stay.
* Karin Doyle heads the online and executive search divisions at Ambit Recruitment. She can be contacted on (011) 886 8988.
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