Monday, March 23, 2009
Friday, March 20, 2009
The 7 Deadly Sins of Staffing
Those involved with the Staffing function know you are only as good as your last search.
Good recruiters are constantly trying to meet hiring manager’s goals of speed, cost and quality. It’s a tough business and recruiters want to please. With that said, we have all led an awful search. It could be not meeting the time frame; not receiving return calls from candidates; the hiring manager just didn’t have the time to interview for a month and it dragged out. Or the hiring manager just wants to see 10 more candidates and we permitted it. We have all committed some sin along the way. Here are some tips to manage the Staffing process and create a better relationship between you and the hiring manager.
1. If you don’t get the right information upfront prior to recruiting, you have sinned.
OK that might sound basic but most hiring managers have a preconceived notion of what recruiting activities take place and also assume the job can be filled in two weeks. I have experienced many a hiring manager who had one or two openings a year and could care less about the interview process. They just don’t hire that frequently!
Tip: You have to set the stage. Get a meeting or a phone call with the hiring manager that focuses on your approach for recruiting the highest quality of candidate. Explaining can be painful, but you must. Finding the most qualified candidate would take more than two weeks. (Unless you have candidates waiting in the wings.) Are they more interested in filling the “seat” or finding the most ideal candidate? Also clarify the “must have” skills: what is essential. Most hiring managers have a “big want” but in the end will flex on the “must have’s”. Most of the time, get market data to ensure the hiring manager is aware of what is happening in the marketplace relating to that particular job. I have not met a manager who didn’t want to know what was going on in the marketplace. I also haven’t met a Manager that wants a “B” player. They all want “A” players and need to know what that actually entails. I always assume I have to educate the hiring manager. Educate, educate and educate some more. You are the recruiting teacher to many. Gather as much information about the position, the department nuances, and timing. You can’t communicate enough with the hiring manager.
2. If you don’t have passive candidates in the pipeline, you have sinned. Recruiters must have their own library of potential candidates for their hiring manager. Recruiters must be able to identify individuals and develop candidate relationships.
Tip: Set up your own personal way of managing your network. There are many off the shelf tools that can assist you with managing candidates or networking contacts, phone number etc. I have always called this my library. You might check out a
candidate for one position and leverage them to another later if not a current match. If you are not use to candidate identification, then utilize a name gen (research) company or subscribe to identification tools. Hiring managers normally don’t have a problem paying for competitive intelligence when it comes to filling their open position. They have great curiosity of knowing the names in the roles at the competition. You could also attend industry events and conferences relating to the business. Schmooze. Get industry publications and read the appropriate association newsletters. Follow the leaders in other organizations and start targeting them as potentials for the future. At least they will be great for referrals!
3. By keeping the job description and posting boring, you have sinned. We all hate “those” job descriptions due to the fact they really don’t tell you what you really will be doing each day. Plus they are too long to read. It never fails that the last person in the role had different skills than what you are hiring for today.
Tip: Highlight what skills or experiences are needed in the old molding job description. Highlight just the short phrases or key words. This helps you jump start the recruitment discussion with the hiring manger. Ask many questions. Why would someone want this job? What did the last employee bring to this role? What will make this person successful in this role? What will the new person actually do on a daily basis? What can we deliver to the new employee that would make them feel like they are contributing? What is the career path? What skills will help you, the hiring manager, be successful. You get the idea. Now you are ready to post. Be creative. If you want to avoid this posting activity, there are companies out there that will post for you. And if you want to learn about branding (posting) these jobs, most of the big Internet boards will train you.
4. You have sinned if you only use job boards. It has been proven by many sources there is a big disconnect between where we post and how candidates find positions. Using job boards alone creates a huge influx of resumes that drives up the time to fill, as well as burn many a recruiter out. This doesn’t mean to ignore job boards.
Tip: Investigate the job board prior to posting. Has it generated a ROI in the past? Has the board proven to you that you have received quality resumes? Be selective with the strategy that you use for job postings. Focus only on those that gave you the quality candidate. Use other sources to find the candidates. Leverage your networks and information gathered from publications. Don’t forget about employee referrals as well.
Sourcing sometimes requires some experimentation.
5. By keeping the candidate waiting, you have sinned. After it’s all said and done, many are not respecting the candidate’s time. By not following up and not managing the interview day (manager’s cancellations or rearranging the recruitment process) sends the wrong message to your candidates.
Tip: Explain to the candidate the time schedule of the search. If it’s going to take you three weeks to get back to the candidate for disposition, so be it. Just let them know your process. If the interview schedule changes, let the candidates know it.
Did you ask prior to the interviews who might be able to be a substitute interviewer if someone bails out? Can this substitute make a hiring decision along with the others?
If no one is available, do you have a room set up for the candidate to make phone calls to their office or hook up to do emails? Do you have a key contact for sheparding the candidate throughout the interview day? It’s great to have substitutes and a place where everyone knows where to find the candidate. Make the candidate feel important. Respect their time. Provide the candidate with realistic timeline for continued follow-up. Determine who is responsible for the post-interview follow-up along with the offer process.
6. By not keeping the candidates warm and engaged through the entire recruitment process, you have sinned. To keep the candidates engaged, all parties involved with the recruitment process should be marketing and selling not only the job opportunity, challenge, impact to the organization, but also the company in general.
Tip: Recognize that there is a difference between representing the organization positively and selling. Coach the hiring manager on screening as well as selling during the interview process. Make sure those that are interviewing should listen for objections and other factors that could cause a concern by the candidate. Proactively answer these concerns and if you don’t have the answer, indicate that you will get it for them. And get it! Some companies have the screening done by two to four company representatives and one of those individuals is responsible for selling. Ask yourself if you are portraying the position accurately and will the candidate understand the value proposition. Don’t bend the truth. The entire search process should be conducted with enthusiasm! I actually had one candidate call me back and say that the company really didn’t need her. She described her interview as pleasant but didn’t understand why there was an opening or the forthcoming challenges. Actually, at the end of the day, she didn’t understand why we were recruiting for the position. Make sure someone is selling the opportunity effectively.
7. If you don’t include the hiring manager with the onboarding activities, you have sinned. The hiring manager must understand the onboarding process starts at the beginning of candidate identification. A friend of mine explained that it should be at the front end of the search process. She is right!
Tip: Ask about onboarding with the hiring manager when you are starting the search. In your very first conversation, ask about how he/she would be assimilated to the department. What performance goals will be expected during the first 6 months for the new employee? What tools need to be aligned for appropriate assimilation? Will there be a mentor assigned or a “buddy?” It should be understood that even after a candidate has accepted a position, keep communicating with them. The hiring manager must be involved with ensuring the job offer is reinforced and that all are excited about them joining the new department team.
In summary, if you can eliminate some sins in the recruitment process, you will have a better outcome. I am not saying there won’t be some stinker searches or hiring managers that “just don’t get it.” If you can work with the tips above, it might make your life easier. Continue improving your approach, your search process, the candidate relationships, and your partnership with the hiring manager. In the end, you are still only as good as your last search.
Good recruiters are constantly trying to meet hiring manager’s goals of speed, cost and quality. It’s a tough business and recruiters want to please. With that said, we have all led an awful search. It could be not meeting the time frame; not receiving return calls from candidates; the hiring manager just didn’t have the time to interview for a month and it dragged out. Or the hiring manager just wants to see 10 more candidates and we permitted it. We have all committed some sin along the way. Here are some tips to manage the Staffing process and create a better relationship between you and the hiring manager.
1. If you don’t get the right information upfront prior to recruiting, you have sinned.
OK that might sound basic but most hiring managers have a preconceived notion of what recruiting activities take place and also assume the job can be filled in two weeks. I have experienced many a hiring manager who had one or two openings a year and could care less about the interview process. They just don’t hire that frequently!
Tip: You have to set the stage. Get a meeting or a phone call with the hiring manager that focuses on your approach for recruiting the highest quality of candidate. Explaining can be painful, but you must. Finding the most qualified candidate would take more than two weeks. (Unless you have candidates waiting in the wings.) Are they more interested in filling the “seat” or finding the most ideal candidate? Also clarify the “must have” skills: what is essential. Most hiring managers have a “big want” but in the end will flex on the “must have’s”. Most of the time, get market data to ensure the hiring manager is aware of what is happening in the marketplace relating to that particular job. I have not met a manager who didn’t want to know what was going on in the marketplace. I also haven’t met a Manager that wants a “B” player. They all want “A” players and need to know what that actually entails. I always assume I have to educate the hiring manager. Educate, educate and educate some more. You are the recruiting teacher to many. Gather as much information about the position, the department nuances, and timing. You can’t communicate enough with the hiring manager.
2. If you don’t have passive candidates in the pipeline, you have sinned. Recruiters must have their own library of potential candidates for their hiring manager. Recruiters must be able to identify individuals and develop candidate relationships.
Tip: Set up your own personal way of managing your network. There are many off the shelf tools that can assist you with managing candidates or networking contacts, phone number etc. I have always called this my library. You might check out a
candidate for one position and leverage them to another later if not a current match. If you are not use to candidate identification, then utilize a name gen (research) company or subscribe to identification tools. Hiring managers normally don’t have a problem paying for competitive intelligence when it comes to filling their open position. They have great curiosity of knowing the names in the roles at the competition. You could also attend industry events and conferences relating to the business. Schmooze. Get industry publications and read the appropriate association newsletters. Follow the leaders in other organizations and start targeting them as potentials for the future. At least they will be great for referrals!
3. By keeping the job description and posting boring, you have sinned. We all hate “those” job descriptions due to the fact they really don’t tell you what you really will be doing each day. Plus they are too long to read. It never fails that the last person in the role had different skills than what you are hiring for today.
Tip: Highlight what skills or experiences are needed in the old molding job description. Highlight just the short phrases or key words. This helps you jump start the recruitment discussion with the hiring manger. Ask many questions. Why would someone want this job? What did the last employee bring to this role? What will make this person successful in this role? What will the new person actually do on a daily basis? What can we deliver to the new employee that would make them feel like they are contributing? What is the career path? What skills will help you, the hiring manager, be successful. You get the idea. Now you are ready to post. Be creative. If you want to avoid this posting activity, there are companies out there that will post for you. And if you want to learn about branding (posting) these jobs, most of the big Internet boards will train you.
4. You have sinned if you only use job boards. It has been proven by many sources there is a big disconnect between where we post and how candidates find positions. Using job boards alone creates a huge influx of resumes that drives up the time to fill, as well as burn many a recruiter out. This doesn’t mean to ignore job boards.
Tip: Investigate the job board prior to posting. Has it generated a ROI in the past? Has the board proven to you that you have received quality resumes? Be selective with the strategy that you use for job postings. Focus only on those that gave you the quality candidate. Use other sources to find the candidates. Leverage your networks and information gathered from publications. Don’t forget about employee referrals as well.
Sourcing sometimes requires some experimentation.
5. By keeping the candidate waiting, you have sinned. After it’s all said and done, many are not respecting the candidate’s time. By not following up and not managing the interview day (manager’s cancellations or rearranging the recruitment process) sends the wrong message to your candidates.
Tip: Explain to the candidate the time schedule of the search. If it’s going to take you three weeks to get back to the candidate for disposition, so be it. Just let them know your process. If the interview schedule changes, let the candidates know it.
Did you ask prior to the interviews who might be able to be a substitute interviewer if someone bails out? Can this substitute make a hiring decision along with the others?
If no one is available, do you have a room set up for the candidate to make phone calls to their office or hook up to do emails? Do you have a key contact for sheparding the candidate throughout the interview day? It’s great to have substitutes and a place where everyone knows where to find the candidate. Make the candidate feel important. Respect their time. Provide the candidate with realistic timeline for continued follow-up. Determine who is responsible for the post-interview follow-up along with the offer process.
6. By not keeping the candidates warm and engaged through the entire recruitment process, you have sinned. To keep the candidates engaged, all parties involved with the recruitment process should be marketing and selling not only the job opportunity, challenge, impact to the organization, but also the company in general.
Tip: Recognize that there is a difference between representing the organization positively and selling. Coach the hiring manager on screening as well as selling during the interview process. Make sure those that are interviewing should listen for objections and other factors that could cause a concern by the candidate. Proactively answer these concerns and if you don’t have the answer, indicate that you will get it for them. And get it! Some companies have the screening done by two to four company representatives and one of those individuals is responsible for selling. Ask yourself if you are portraying the position accurately and will the candidate understand the value proposition. Don’t bend the truth. The entire search process should be conducted with enthusiasm! I actually had one candidate call me back and say that the company really didn’t need her. She described her interview as pleasant but didn’t understand why there was an opening or the forthcoming challenges. Actually, at the end of the day, she didn’t understand why we were recruiting for the position. Make sure someone is selling the opportunity effectively.
7. If you don’t include the hiring manager with the onboarding activities, you have sinned. The hiring manager must understand the onboarding process starts at the beginning of candidate identification. A friend of mine explained that it should be at the front end of the search process. She is right!
Tip: Ask about onboarding with the hiring manager when you are starting the search. In your very first conversation, ask about how he/she would be assimilated to the department. What performance goals will be expected during the first 6 months for the new employee? What tools need to be aligned for appropriate assimilation? Will there be a mentor assigned or a “buddy?” It should be understood that even after a candidate has accepted a position, keep communicating with them. The hiring manager must be involved with ensuring the job offer is reinforced and that all are excited about them joining the new department team.
In summary, if you can eliminate some sins in the recruitment process, you will have a better outcome. I am not saying there won’t be some stinker searches or hiring managers that “just don’t get it.” If you can work with the tips above, it might make your life easier. Continue improving your approach, your search process, the candidate relationships, and your partnership with the hiring manager. In the end, you are still only as good as your last search.
Tuesday, February 24, 2009
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.
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.
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