Head Hunting

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Head Hunting

  1. 1. WELCOME<br />
  2. 2. HEADHUNTING <br />
  3. 3. CONTENTS<br /><ul><li>History
  4. 4. Definition
  5. 5. Objective
  6. 6. Areas of application
  7. 7. Process
  8. 8. Steps involved
  9. 9. Points to remember
  10. 10. Advantages
  11. 11. Disadvantages
  12. 12. Summary
  13. 13. Questions</li></li></ul><li>HISTORY<br /> It’s a practice of taking and preserving the head of a slain enemy.A headhunter was a person who killed another and then took their head. Headhunting was practiced in parts of Nigeria, Nurestan, Assam, Myanmar, Borneo, Indonesia, the Philippines, Taiwan, New Zealand and the Amazon. <br />
  14. 14. NEW DEFINITION<br />A head-hunting is used if in a selection process a client would like to attract particular experts or employees of particular organizations without a public personnel selection. <br /> A head-hunting is a complex and<br /> delicate process.<br />
  15. 15. OBJECTIVE<br /> 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.<br />
  16. 16. APPLICATIONS<br /> 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 organization, and are not looking out for a change anytime soon. However, they are proactively thinking about their career and are not averse to a <br /> change if opportunities do arise.<br />
  17. 17. For Which Position and why Headhunting?<br />Mid to senior levels (many with a high <br /> level of expertise in their field)<br />The majority are in the age group of 30-40 years<br /> The most general approach adopted by the recruitment agents in India is to release newspaper advertisements for candidate sourcing. This method carries an inherent risk 'the right man may not even apply‘.<br />
  18. 18. Job Seeker’s Weak Points<br />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.<br />
  19. 19. Why does somebody opt for a job change?<br />The “boss problem” factor is one of the essential reasons why people are unhappy in their organization<br />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<br />The opportunities and growth in terms of kind of projects, role in the project and monetary aspects<br />
  20. 20. BEST STRATEGIES<br />Proactive networking<br /> Approaching them through a reference or mutual contact generally results in a positive response<br />Gaining the confidence of passive job seekers is important. It is also imperative not to push them into taking up a job<br />headhunter often has to play the role of a career guide or consultant to convince a passive job seeker<br />the role of a headhunter is to understand the career plan and help the candidate achieve that <br />
  21. 21. 5) One needs to have all the information before calling<br />6) Cultivating candidates over time guarantees success.<br />7) Understand the industry and market norms, job profiles, people skills, work culture, HR policies etc. <br />8) The headhunter has to take into consideration the candidate's values, job preferences, skills, background, family commitments etc. <br />
  22. 22. A significant pool of passive candidates are untapped. It is wiser to be on the lookout for another job when the going is good, than wait for things to go wrong. <br />Passive job search makes you aware of your “market value” in the industry. <br />It develops a network of mentors and other people who can be useful in the future. <br />Makes you aware of the skills needed to enhance your potential in the job market. <br />Enables you to be available when the best opportunities show up. <br />
  23. 23. The Essentials of Headhunting for a CEO<br />Proactive networking with senior professionals in seminars and forums<br />Seeking references of senior executives from other senior professionals<br />Scanning periodicals, the Web, etc, to track the career progress of senior professionals <br />Maturity in handling relationships with senior candidates and gaining their trust<br />
  24. 24. How to go about Headhunting…<br />
  25. 25. How to begin……<br />Hi, How are you? (Headhunting)<br /> Telephonic:Calling from infotel.com we are the exclusive recruitment consultants for leading MNC’s, Indian companies and startup companies<br />We are looking for hardcore professionals in (*) for our client(s) (**).<br />All these clients have excellent salary structures/stocks and good projects<br />Client Name(s).<br />Skills Domain and Technology<br />Offices.<br />About the company.<br />Press and Media Reports.<br />Project Title and Skills used in the project<br />
  26. 26. Continued…..<br />Job Description<br />Mandatory skills<br />Desirable skills<br />Total and Relevant experience<br /> Location <br />Type of project<br />Interview Process<br />Overseas Option<br />Reporting/leading structure<br />Team size<br />
  27. 27. Important questions to be asked while conducting headhunting<br />What are you currently working on?<br />How long you ‘ve been working on this environment?<br />How long you’ve been working in this company?<br />Where were you working before?<br />Which platform were you working on?<br />How long you worked at your previous company?<br />What is you total experience? Educational Background.<br />
  28. 28. Why don’t you give it a try as it matches with your profile<br />A)(If the candidate is keen) – Kindly forward your resume….<br />Contact numbers only if required: -Mobile No.<br />E-mail Id pooja@infotel.com-Mandatory<br />Can I have you e-mail Id. (Personal)-Mandatory<br />Can I have you residence no.?-Mandatory<br />Can you refer some of your friends with these skills?<br />Who’s your P.L/P.M?<br />What kind of work you are looking at. <br />What are the companies you are looking for? <br />What is your current gross?<br />
  29. 29. Notice period<br />Convenient day and timings toattend the interview­­­­­­­<br />Mention the hierarchy above you & below you. (Names & designation). <br />How many projects are going on similar skills as yours.<br />Which are all the other company’s working on the similar skills<br />Furnish a min of 2 references (Mention Company, designation, contact no and e-mail Id. <br />
  30. 30. Who is the quality manager, Technical Writer, DBA, Sysadmin and HR manager<br />Which are the other skill areas your company is working on and names of the projects? <br />Names of PL’s, PM’s, Sr.Manager, Tech Manager, Heads, VP’s ect...<br />BYE…<br />(Later send him a test mail and follow up till he sends the resume)(Mandatory).<br />Dear xyz….<br />Kindly refer our telecom. We are looking for hardcore professionals in (*) for our client(s) (**). All these clients have excellent salary structures/stocks and good projects<br />
  31. 31. Things you need to focus on…..<br /><ul><li>Desirable skills
  32. 32. Total and Relevant experience
  33. 33. Location
  34. 34. Type of project
  35. 35. Interview Process
  36. 36. Overseas Option
  37. 37. Reporting/leading structure
  38. 38. Team size</li></ul>Client Name(s)<br />Skills Domain and Technology.<br />Offices.<br />About the company. <br />Press and Media Reports.<br />Project Title and Skills used in the project. <br />Job Description<br />Mandatory skills<br />
  39. 39. B) (If the candidate is not keen – Try your best to convince him)<br />Contact numbers if req:-Mobile No.<br /> E-mail Id pooja@infotel.com-Mandatory<br /> Can I have you e-mail Id. (Personal)-Mandatory<br /> Can I have you residence no.? -Mandatory.<br /> Can you refer some of your friends with these skills?<br /> Who’s your P.L/P.M?<br />
  40. 40. Try calling him at his residence else move on. Later Send him an email, only to the personal mail ID.Dear xyz…We are looking for hardcore professionals in (*) for our client(s) (**)All these clients have excellent salary structures/stocks and good projects<br />Client Name(s).<br />Skills Domain and Technology.<br />Offices.<br />About the company. <br />Press and Media Reports.<br />Project Title and Skills used in the project. <br />Job Description<br />Mandatory skills<br />Desirableskills<br />Total and Relevant experience<br />Location<br />Type of project<br />Interview Process<br />Overseas Option<br />Reporting/leading structure<br />Team size<br />
  41. 41. Shortlist knockouts (Examples)<br />Based on date of birth<br />Based on qualification<br />Based on resume format<br />Based on relevant mandatory skill experience from the project <br /> details (e.g. Java-2yrs)-(not from the technical skills summary<br />Based on relevant desirable skill experience from the project details (not from the technical skills summary)<br />Based on Total industry experience<br />Based on Total industry experience.<br />Based on designation<br />Based on Salary<br />
  42. 42.  Based on Stability and duration of the stability in all the organizations worked. <br />Based on experience from reputed companies. <br />Based on the project title and project description <br />Based on the duration of the projects developed as a team memberBased on the role and responsibility in all the relevant projects.<br /> <br />Based on the growth pattern.(Should not be laid off).<br /> <br />Based on the team size of the projects developed.<br /> <br />Based on the type of work – Development, Maintenance, Testing, Implementation, and Design.<br />
  43. 43.  <br />Based on the type of design/architecture experience – Highlevel, lowlevel, pseudodesign (prototype).<br /> <br />Based on coding experience- pseudocode, lines of codes etc.<br />Based on onsite experience in the past.<br /> <br />Based on non-technical/soft skills – leadership, attitude, aggressiveness etc.<br />Based on total no of projects in the relevant skills.<br /> <br />Based on achievements and awards and acknowledgements<br />
  44. 44. Mass MailingDear XYZKindly refer to our telecon. We are looking for hardcore professionals in(*) for our client(s) (**). All these clients have excellent salary structures/stocks and good projects<br />Desirable skills<br />Total and Relevant experience<br />Location<br />Type of project<br />Interview Process<br />Overseas Option<br />Reporting/leading structure<br />Team size <br />Client Name(s).<br />Skills Domain and Technology.<br />Offices.<br />About the company.<br />Press and Media Reports. <br />Project Title and Skills used in the project<br />Job Description<br />Mandatory skills<br />
  45. 45. Kindly forward your resume asap. E-mail Id: pooja@infotel.com<br />Can you refer some of your friends with these skills?<br /> Regards,<br /> Xyz.<br /> <br />
  46. 46. Responsibilities of a Headhunter<br />The headhunter should guide the <br /> candidates in interview handling skills<br />The headhunter plays an important role in negotiations regarding salary and other benefits<br />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 <br />it is vital for him to help the candidate find a fulfilling and rewarding job <br />
  47. 47. Advantages of Headhunting<br />Being able to head-hunt allows you to handle vacancies that you would otherwise find impossible.<br />It ensures that the candidates you put forward to your clients are the best available.<br /> Head-hunted candidates are highly unlikely to be presented to your client by your competitors and the perception from your client will be one of exclusive quality. <br />Head-hunting is as applicable for junior positions as it is for senior ones. Head-hunted candidates can help you get full fee assignments too. <br />
  48. 48. Most clients do not share comprehensive job descriptions which could pose a challenge, especially while speaking to passive job seekers.<br />Problems Faced While Headhunting<br />
  49. 49. Just like animal-hunting needs supplies, recruiter hunting requires strategy and supplies, too<br />Tips to Win-Over<br />
  50. 50. Common Doubt<br />QUESTION<br /> I'm interested in recruiting a highly experienced senior instructional designer with excellent development skills, familiarity with current technology, and some management background. Which recruiting method do you think is likely to provide the most select, qualified group of candidates? Local papers, trade periodicals, online, headhunters? And why would you recommend this resource?<br />
  51. 51. ANSWER <br />If you have the money to hire a headhunter, go for it.Your most success will come from networking. Call people you trust inside your industry as well as other consultants. Outline your needs. If they do not have anyone in mind, ask them who they recommend you call. Its a guarantee that in less than 10 well placed phone calls you will have at least two or three potential candidates. Are you aware that almost 70 percent of all jobs are filled through networking. Headhunting is simply an expensive form of networking.<br />
  52. 52. SUMMING UP<br />A true headhunter is one who finds the right peg for the right hole. <br />There is so much fun in headhunting. <br />
  53. 53. THANKYOU <br />

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