In the world of recruitment, terminology is frequently confusing and misapplied. Anyone job seeker needs to grasp the distinctions between different types of recruitment executive firms and how they operate. A lack of understanding can be a hindrance in the complex task of finding a new job. This article explains how the recruitment market, and particularly the Headhunting world, works and seeks to help executives in making their next career move.
Types of recruitment
In the world of recruitment, terminology is frequently confusing and misapplied. Anyone seeking a job needs to grasp the distinctions between different types of recruitment executive firms and how they operate. A lack of understanding can be a hindrance in the complex task of finding a new job. This article explains how the recruitment market, and particularly the Headhunting world, works and seeks to help executives in making their next career move.
Types of recruitment
Types of recruitment
Headhunting
Headhunting firms are retained by corporate clients to find the most suitable candidate to fill a particular role on a fee basis. Search is typically used for senior-level jobs, for which there is a smaller pool of appropriate high-level candidates who can be identified and targeted. "Search" aims to find the best candidates for a position, whether or not they are looking to move. There are a number of major Headhunting firms that work internationally across different industry sectors. Smaller "boutique" firms operate within particular industries or functions.
Advertised selection takes place when a firm is retained by a client to advertise in the national, regional or trade press to find candidates for a particular role. This approach relies on individuals being active in the job market and reviewing the newspapers or trade publications to find positions that may be of interest to them. Typically, the firm involved will review all of the letters and CVs received, interview the most relevant candidates and present a shortlist of individuals to the client who are suitable for, and interested in, the role. Advertised selection is most frequently used for hiring into middle-management positions. It can also be used for more senior roles for which the ideal candidate might be selected from a range of positions, and therefore difficult to target through search.
Contingent recruitment is so called because the fees charged by the recruitment firm is contingent on a placement being made. Recruitment firms in this market rely on jobseekers registering directly with them, or replying to an advertisement. Corporate clients will use the services of one or more firms to find the best talent in the market available at that time. These firms use their extensive databases to fill roles. They tend to work on roles at the lower salary bands, but can also focus on temporary or contract positions. The scope of the roles that recruitment firms deal with may include secretarial positions through to qualified accountants and sales and marketing professionals. In markets where there is a healthy supply of available candidates, recruitment firms may be used by corporates to handle more senior roles, and to avoid paying retained search fees.
Advertised selection takes place when a firm is retained by a client to advertise in the national, regional or trade press to find candidates for a particular role. This approach relies on individuals being active in the job market and reviewing the newspapers or trade publications to find positions that may be of interest to them. Typically, the firm involved will review all of the letters and CVs received, interview the most relevant candidates and present a shortlist of individuals to the client who are suitable for, and interested in, the role. Advertised selection is most frequently used for hiring into middle-management positions. It can also be used for more senior roles for which the ideal candidate might be selected from a range of positions, and therefore difficult to target through search.
Contingent recruitment is so called because the fees charged by the recruitment firm is contingent on a placement being made. Recruitment firms in this market rely on jobseekers registering directly with them, or replying to an advertisement. Corporate clients will use the services of one or more firms to find the best talent in the market available at that time. These firms use their extensive databases to fill roles. They tend to work on roles at the lower salary bands, but can also focus on temporary or contract positions. The scope of the roles that recruitment firms deal with may include secretarial positions through to qualified accountants and sales and marketing professionals. In markets where there is a healthy supply of available candidates, recruitment firms may be used by corporates to handle more senior roles, and to avoid paying retained search fees.
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| How does headhunting work? |
Online recruitment
In the past few years there has been a proliferation of firms offering recruitment services via the internet (some 600 new career and recruitment websites appeared during 2001 alone). Most of these sites aggregate jobs from a variety of sources, but few offer the right kind of opportunities for senior executives. Those sites that operate at the top end of the recruitment market should be able to offer a mixture of automation (online registration and profile updating) and personalization (regular newsletters, information on relevant new opportunities etc). Standards in e-recruiting vary enormously, so try to limit your involvement to firms with a sound reputation offline.
The distinctions between the different kinds of businesses in recruitment may not always be clear to a potential candidate. Ascertain at the outset what kind of organization you are dealing with and how it is likely to use any personal information that you supply.
The distinctions between the different kinds of businesses in recruitment may not always be clear to a potential candidate. Ascertain at the outset what kind of organization you are dealing with and how it is likely to use any personal information that you supply.
Why companies use Headhunting firms
Companies use headhunters for a number of reasons that may vary from organization to another, and even from one individual decision-maker to another. Usually, a key factor will be the headhunter's knowledge of, and/or access to, a particular sector or candidate population. Most search firms are organized by practice and function, with experts in particular industries and specific functions such as finance or human resources. Other considerations may include the need for absolute discretion, a desire for an external perspective and time constraints.
When a client company has engaged and briefed a search firm, it expects the firm's consultants to demonstrate a clear understanding of its needs, to provide professional advice regarding the role and the availability of suitable candidates, and to draw up a high-quality shortlist. The client also expects regular communication from the firm and for the search to move at a good pace. The interaction between client and headhunter works best when the search consultant forms a consulting relationship with the client, working in partnership towards the ideal appointment.
When a client company has engaged and briefed a search firm, it expects the firm's consultants to demonstrate a clear understanding of its needs, to provide professional advice regarding the role and the availability of suitable candidates, and to draw up a high-quality shortlist. The client also expects regular communication from the firm and for the search to move at a good pace. The interaction between client and headhunter works best when the search consultant forms a consulting relationship with the client, working in partnership towards the ideal appointment.
A beginner's guide to the mechanics of search
- When an Headhunting firm is instructed, its consultants (usually those with expertise in the industry or functional area) spend time with the client to make sure that they have a clear understanding of the role. They familiarize themselves with the client company, its strategy, problems, culture and people, and the characteristics and skills the successful candidate should possess. The consultants work with the client to draw up a specification of the role and of the ideal candidate.
- Researchers, working alongside search consultants, use a network of resources and experience, including their own primary research, proprietary databases, company information and the internet to identify the target market. This may include competitor companies, as well as businesses in a range of industries, in which individuals with the required skills and experience might exist. Top-quality search firms engage in a great deal of research behind the scenes to build up a picture of the marketplace and the kind of candidates likely to fit a particular role.
- The consultant will usually review its research with the client, discussing the individuals identified.
- The consultant approaches prospective candidates, seeking to develop their interest in the role.
- The consultant interviews the candidates, evaluating them against the position specification and the profile of the ideal candidate.
- The best-qualified and most interested candidates are presented to the client for interview.
- The consultant takes detailed references on the favoured candidate to confirm that person's suitability for the role and to identify any areas of concern or points for development.
- The consultant works closely with the client as client and candidate move towards an offer, debriefing candidates and facilitating offer negotiations between the candidate and client.
Although the headhunter is acting for its client, consultants should also develop professional relationships with candidates and other individuals with whom they come into contact. These relationships develop over a period of many years and are of benefit to both parties.
Frequently, the first contact you have with a search firm is when a consultant approaches you about a search, inviting your interest in the role. If you are looking to move, however, it is sensible to establish a relationship with a headhunter. In this instance, the dynamics are very different. Bear in mind that search firms are generally used to filling senior roles such as main and divisional board appointments as well as functional directors. This means that search firms have an interest in developing relationships with people who are at, or approaching, that level.
In that case, it may be worth writing to the industry or sector expert within a search firm to let them know that you are interested in a move. Major search firms receive many such letters but tend only to arrange face-to-face meetings if you fit a current search, or are likely to be a candidate for future searches. If you are not at, or approaching, main or divisional board level, but are in a position of significant responsibility and likely to be earning a salary in excess of £60,000, the most appropriate way to make yourself known to Spencer Stuart is by registering with us.
Ideally, by the time you are looking for a job, you will already be known to the headhunter and renewing contact is straightforward. You may, for example, have been called for advice or information in relation to past searches. Such calls are a great opportunity to develop a relationship that can be useful when you are looking to move.
Networking within your industry helps to ensure that you are known to search professionals. Do not underestimate the value of a having good reputation in your field and being known to, and respected by, your peers in other organizations, as well as former bosses.
Frequently, the first contact you have with a search firm is when a consultant approaches you about a search, inviting your interest in the role. If you are looking to move, however, it is sensible to establish a relationship with a headhunter. In this instance, the dynamics are very different. Bear in mind that search firms are generally used to filling senior roles such as main and divisional board appointments as well as functional directors. This means that search firms have an interest in developing relationships with people who are at, or approaching, that level.
In that case, it may be worth writing to the industry or sector expert within a search firm to let them know that you are interested in a move. Major search firms receive many such letters but tend only to arrange face-to-face meetings if you fit a current search, or are likely to be a candidate for future searches. If you are not at, or approaching, main or divisional board level, but are in a position of significant responsibility and likely to be earning a salary in excess of £60,000, the most appropriate way to make yourself known to Spencer Stuart is by registering with us.
Ideally, by the time you are looking for a job, you will already be known to the headhunter and renewing contact is straightforward. You may, for example, have been called for advice or information in relation to past searches. Such calls are a great opportunity to develop a relationship that can be useful when you are looking to move.
Networking within your industry helps to ensure that you are known to search professionals. Do not underestimate the value of a having good reputation in your field and being known to, and respected by, your peers in other organizations, as well as former bosses.
Headhunting
Headhunting firms are retained by corporate clients to find the most suitable candidate to fill a particular role on a fee basis. Search is typically used for senior-level jobs, for which there is a smaller pool of appropriate high-level candidates who can be identified and targeted. "Search" aims to find the best candidates for a position, whether or not they are looking to move. There are a number of major Headhunting firms that work internationally across different industry sectors. Smaller "boutique" firms operate within particular industries or functions.
Advertised selection takes place when a firm is retained by a client to advertise in the national, regional or trade press to find candidates for a particular role. This approach relies on individuals being active in the job market and reviewing the newspapers or trade publications to find positions that may be of interest to them. Typically, the firm involved will review all of the letters and CVs received, interview the most relevant candidates and present a shortlist of individuals to the client who are suitable for, and interested in, the role. Advertised selection is most frequently used for hiring into middle-management positions. It can also be used for more senior roles for which the ideal candidate might be selected from a range of positions, and therefore difficult to target through search.
Contingent recruitment is so called because the fees charged by the recruitment firm is contingent on a placement being made. Recruitment firms in this market rely on jobseekers registering directly with them, or replying to an advertisement. Corporate clients will use the services of one or more firms to find the best talent in the market available at that time. These firms use their extensive databases to fill roles. They tend to work on roles at the lower salary bands, but can also focus on temporary or contract positions. The scope of the roles that recruitment firms deal with may include secretarial positions through to qualified accountants and sales and marketing professionals. In markets where there is a healthy supply of available candidates, recruitment firms may be used by corporates to handle more senior roles, and to avoid paying retained search fees.
Online recruitment
In the past few years there has been a proliferation of firms offering recruitment services via the internet (some 600 new career and recruitment websites appeared during 2001 alone). Most of these sites aggregate jobs from a variety of sources, but few offer the right kind of opportunities for senior executives. Those sites that operate at the top end of the recruitment market should be able to offer a mixture of automation (online registration and profile updating) and personalization (regular newsletters, information on relevant new opportunities etc). Standards in e-recruiting vary enormously, so try to limit your involvement to firms with a sound reputation offline.
The distinctions between the different kinds of businesses in recruitment may not always be clear to a potential candidate. Ascertain at the outset what kind of organization you are dealing with and how it is likely to use any personal information that you supply.
Why companies use Headhunting firms
Companies use headhunters for a number of reasons that may vary from organization to another, and even from one individual decision-maker to another. Usually, a key factor will be the headhunter's knowledge of, and/or access to, a particular sector or candidate population. Most search firms are organized by practice and function, with experts in particular industries and specific functions such as finance or human resources. Other considerations may include the need for absolute discretion, a desire for an external perspective and time constraints.
When a client company has engaged and briefed a search firm, it expects the firm's consultants to demonstrate a clear understanding of its needs, to provide professional advice regarding the role and the availability of suitable candidates, and to draw up a high-quality shortlist. The client also expects regular communication from the firm and for the search to move at a good pace. The interaction between client and headhunter works best when the search consultant forms a consulting relationship with the client, working in partnership towards the ideal appointment.
A beginner's guide to the mechanics of search
• When an Headhunting firm is instructed, its consultants (usually those with expertise in the industry or functional area) spend time with the client to make sure that they have a clear understanding of the role. They familiarize themselves with the client company, its strategy, problems, culture and people, and the characteristics and skills the successful candidate should possess. The consultants work with the client to draw up a specification of the role and of the ideal candidate.
• Researchers, working alongside search consultants, use a network of resources and experience, including their own primary research, proprietary databases, company information and the internet to identify the target market. This may include competitor companies, as well as businesses in a range of industries, in which individuals with the required skills and experience might exist. Top-quality search firms engage in a great deal of research behind the scenes to build up a picture of the marketplace and the kind of candidates likely to fit a particular role.
• The consultant will usually review its research with the client, discussing the individuals identified.
• The consultant approaches prospective candidates, seeking to develop their interest in the role.
• The consultant interviews the candidates, evaluating them against the position specification and the profile of the ideal candidate.
• The best-qualified and most interested candidates are presented to the client for interview.
• The consultant takes detailed references on the favoured candidate to confirm that person's suitability for the role and to identify any areas of concern or points for development.
• The consultant works closely with the client as client and candidate move towards an offer, debriefing candidates and facilitating offer negotiations between the candidate and client.
Advertised selection takes place when a firm is retained by a client to advertise in the national, regional or trade press to find candidates for a particular role. This approach relies on individuals being active in the job market and reviewing the newspapers or trade publications to find positions that may be of interest to them. Typically, the firm involved will review all of the letters and CVs received, interview the most relevant candidates and present a shortlist of individuals to the client who are suitable for, and interested in, the role. Advertised selection is most frequently used for hiring into middle-management positions. It can also be used for more senior roles for which the ideal candidate might be selected from a range of positions, and therefore difficult to target through search.
Contingent recruitment is so called because the fees charged by the recruitment firm is contingent on a placement being made. Recruitment firms in this market rely on jobseekers registering directly with them, or replying to an advertisement. Corporate clients will use the services of one or more firms to find the best talent in the market available at that time. These firms use their extensive databases to fill roles. They tend to work on roles at the lower salary bands, but can also focus on temporary or contract positions. The scope of the roles that recruitment firms deal with may include secretarial positions through to qualified accountants and sales and marketing professionals. In markets where there is a healthy supply of available candidates, recruitment firms may be used by corporates to handle more senior roles, and to avoid paying retained search fees.
Online recruitment
In the past few years there has been a proliferation of firms offering recruitment services via the internet (some 600 new career and recruitment websites appeared during 2001 alone). Most of these sites aggregate jobs from a variety of sources, but few offer the right kind of opportunities for senior executives. Those sites that operate at the top end of the recruitment market should be able to offer a mixture of automation (online registration and profile updating) and personalization (regular newsletters, information on relevant new opportunities etc). Standards in e-recruiting vary enormously, so try to limit your involvement to firms with a sound reputation offline.
The distinctions between the different kinds of businesses in recruitment may not always be clear to a potential candidate. Ascertain at the outset what kind of organization you are dealing with and how it is likely to use any personal information that you supply.
Why companies use Headhunting firms
Companies use headhunters for a number of reasons that may vary from organization to another, and even from one individual decision-maker to another. Usually, a key factor will be the headhunter's knowledge of, and/or access to, a particular sector or candidate population. Most search firms are organized by practice and function, with experts in particular industries and specific functions such as finance or human resources. Other considerations may include the need for absolute discretion, a desire for an external perspective and time constraints.
When a client company has engaged and briefed a search firm, it expects the firm's consultants to demonstrate a clear understanding of its needs, to provide professional advice regarding the role and the availability of suitable candidates, and to draw up a high-quality shortlist. The client also expects regular communication from the firm and for the search to move at a good pace. The interaction between client and headhunter works best when the search consultant forms a consulting relationship with the client, working in partnership towards the ideal appointment.
A beginner's guide to the mechanics of search
• When an Headhunting firm is instructed, its consultants (usually those with expertise in the industry or functional area) spend time with the client to make sure that they have a clear understanding of the role. They familiarize themselves with the client company, its strategy, problems, culture and people, and the characteristics and skills the successful candidate should possess. The consultants work with the client to draw up a specification of the role and of the ideal candidate.
• Researchers, working alongside search consultants, use a network of resources and experience, including their own primary research, proprietary databases, company information and the internet to identify the target market. This may include competitor companies, as well as businesses in a range of industries, in which individuals with the required skills and experience might exist. Top-quality search firms engage in a great deal of research behind the scenes to build up a picture of the marketplace and the kind of candidates likely to fit a particular role.
• The consultant will usually review its research with the client, discussing the individuals identified.
• The consultant approaches prospective candidates, seeking to develop their interest in the role.
• The consultant interviews the candidates, evaluating them against the position specification and the profile of the ideal candidate.
• The best-qualified and most interested candidates are presented to the client for interview.
• The consultant takes detailed references on the favoured candidate to confirm that person's suitability for the role and to identify any areas of concern or points for development.
• The consultant works closely with the client as client and candidate move towards an offer, debriefing candidates and facilitating offer negotiations between the candidate and client.
Relationships between headhunters and candidates
Although the headhunter is acting for its client, consultants should also develop professional relationships with candidates and other individuals with whom they come into contact. These relationships develop over a period of many years and are of benefit to both parties.
Frequently, the first contact you have with a search firm is when a consultant approaches you about a search, inviting your interest in the role. If you are looking to move, however, it is sensible to establish a relationship with a headhunter. In this instance, the dynamics are very different. Bear in mind that search firms are generally used to filling senior roles such as main and divisional board appointments as well as functional directors. This means that search firms have an interest in developing relationships with people who are at, or approaching, that level.
In that case, it may be worth writing to the industry or sector expert within a search firm to let them know that you are interested in a move. Major search firms receive many such letters but tend only to arrange face-to-face meetings if you fit a current search, or are likely to be a candidate for future searches. If you are not at, or approaching, main or divisional board level, but are in a position of significant responsibility and likely to be earning a salary in excess of £60,000, the most appropriate way to make yourself known to Spencer Stuart is by registering with us.
Ideally, by the time you are looking for a job, you will already be known to the headhunter and renewing contact is straightforward. You may, for example, have been called for advice or information in relation to past searches. Such calls are a great opportunity to develop a relationship that can be useful when you are looking to move.
Networking within your industry helps to ensure that you are known to search professionals. Do not underestimate the value of a having good reputation in your field and being known to, and respected by, your peers in other organizations, as well as former bosses.
Frequently, the first contact you have with a search firm is when a consultant approaches you about a search, inviting your interest in the role. If you are looking to move, however, it is sensible to establish a relationship with a headhunter. In this instance, the dynamics are very different. Bear in mind that search firms are generally used to filling senior roles such as main and divisional board appointments as well as functional directors. This means that search firms have an interest in developing relationships with people who are at, or approaching, that level.
In that case, it may be worth writing to the industry or sector expert within a search firm to let them know that you are interested in a move. Major search firms receive many such letters but tend only to arrange face-to-face meetings if you fit a current search, or are likely to be a candidate for future searches. If you are not at, or approaching, main or divisional board level, but are in a position of significant responsibility and likely to be earning a salary in excess of £60,000, the most appropriate way to make yourself known to Spencer Stuart is by registering with us.
Ideally, by the time you are looking for a job, you will already be known to the headhunter and renewing contact is straightforward. You may, for example, have been called for advice or information in relation to past searches. Such calls are a great opportunity to develop a relationship that can be useful when you are looking to move.
Networking within your industry helps to ensure that you are known to search professionals. Do not underestimate the value of a having good reputation in your field and being known to, and respected by, your peers in other organizations, as well as former bosses.
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