Headhun2ng is any eﬀort to proac2vely seek Resourcer/ Administrator Recruiter Headhunter out and make verbal contact with a poten2al Researcher candidate, establish if they’re open to a conversa2on about a poten2al career move, and the conversa2on therein. candidates Compe2tor irect Managing diaries for interviews, pos2ng jobs, Crea2ng/Pos2ng job ads, sourcing candidates Crea2ng/Pos2ng job ads, sourcing mapping, d organisa2on dealing with job board through job boards, CV through job boards/ research, cold call head suppliers, managing screening . online, CV screening, hun2ng, interviewing, invoices, general admin. Interviewing, process shortlist prepara2on. management. Compe2tor intelligence.
Widening The Talent Pool “Have we truly done earket versus e can to mnd the best IN the m verything w ON the ﬁ arket candidate in the market and not just the best available candidate on the market?” Direct Sourcing Ac2ve Candidates
100 Number of roles worked per year 0 Internal Internal Recruiter Headhunter
Adver2se Internal Employee Adver2se External Bench Referrals Pipeline Headhunt Internally Externally Do we need to headhunt? The more senior the role the more likely it will be the preferred method. The more niche the role is the more likely it is that it will be the preferred method. When the role cannot be adver2sed for conﬁden2ality reasons. When all other methods have failed, headhun2ng will be the next default method.
Gather historic data from last year How many How many How much What direct How many senior roles conﬁden2al did we spend market data niche roles did we have? roles did we on did we did we have? have? headhunters? retain? $562,500 9 6 1 ($150k x 15 Not much! @25%)
Think about the year ahead How many What market How many What will we What will it roles will we data do we headunters spend cost headhunt? want to will we need? externally? internally? gather? Mapping and 16 compe2tor 1 0 $150,000 intelligence on all roles
Last year we spent $562,500 on headhunters for our 15 most senior, niche or conﬁden6al roles. We didn’t retain any signiﬁcant market data or rela6onships with key people in the external market. This year with the same demand we can save 73% on costs by hiring an internal headhunter for $150,000 and retain a signiﬁcant amount of market data and compe6tor org chart informa6on that we can make further future hires from.
Preliminary Starts with a well wri`en job spec Your internal clients market knowledge Your market knowledge Secondary Online Research including Linked In Speaking to well known internal and external candidates Head Hunt calls
When we work on a search with typically 30 to 50 candidates to contact, only 3 to 5 of these will make it to a shortlist. That means that 90% of the people we speak to will not be right, but the conversa2ons you have with the candidates who are not right are just as important. Three Headhunt Call Objec2ves Find out if they’re a suitable candidate and interested in a career move. Gather market intelligence and further understand our compe22on. Get referrals and further map out our compe22on.
Informa2on to gather Get a brief overview of their background and current role. Find out who they report to and where they sit in the organiza2on structure. Find out what their salary and bonus is. Find out as much as you can about their business strategy. Get Referrals.
Building Org Charts – The Mapping Process Building complete org charts is probably the most challenging part of direct sourcing. You have to be consistent and diligent in asking all of the ques2ons and pursuing your objec2ves outlined in the headhun2ng training. The only way to ﬁnd out what the current structure looks like is to speak to the people that exist within it. You have to become a reﬁned head hunter, which like a hunter, has to be almost stealth like in your approach.
Percentage of Candidates Names Iden2ﬁed Selected From These Sources When conduc2ng name gathering research, we must do more than just a LinkedIn search. Referrals are the most important source of quality candidates.
The importance of calling candidates Market Informa2on – what’s happening at our compe2tors? Salary and bonus informa2on. An understanding of what mo2vates them in their career – push and pull factors. Referrals – hugely valuable and oien the source of the candidate that gets hired. The opportunity to build rapport, establish on-‐going rela2onships in the industry and have opportuni2es to ask for favours in the future. Compe2tor organisa2on structures. Your job being a lot more fun and interes2ng.
Beyond the Dollar: The Real ROI of Internal Headhun6ng Market intelligence and rela6onships. Quality of hire – is this the best candidate in the market (versus on the market). Social media is not the solu6on, it simply enables us to get closer quicker to our target audience -‐ We s6ll have to make the calls and build rela6onships.
Beyond the Dollar: The Real ROI of Internal Headhun6ng To get a return on investment we need to invest in more recruiters working on less roles. The internal model needs to move more towards a “return model” over a cost model. We need to move from RPO towards RVI (Recruitment Value In-‐sourcing).