Here is a very simplified diagram showing the headhunt process I follow. Read. We’ll go on to look at it in more detail but as I mentioned on the last slide this is just really the highlights rather than a detailed headhunt training session.
I break the headhunt name sourcing part of the process down into two parts. Preliminary and secondary. Preliminary is calling upon all of our existing knowledge and secondary is where we go out to the market to do the headhunting piece. All searches start with a well written job spec. When I’m sitting down with an internal client I ask over 50 question and that’s once I’ve received their job spec. I completely re-write the job spec based on the questions I’ve asked and the additional information I’ve received. We then need to speak to our internal stakeholders, our colleagues, check our database and make sure that internally, that we’ve left no stone unturned when it comes to information gathering about where we’re going to find these candidates. The secondary piece is what we all will understand to be the research and market mapping stages and of course the headhunting itself. This is what we’ll focus on today.
It's natural to assume the there is one objective going into a headhunt call – to understand if a candidate is suitable for a particular role and interested in a career move. This assumption is wrong if you are to maximise the opportunity you have whilst on the phone speaking to these candidates. 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 conversations you have with the candidates who are not right are just as important. So what are our objectives then? Well firstly we need to find out if they're a suitable candidate and interested in a career move. That's the obvious one and one that you'd be forgiven for focussing 100% on prior to this training. Secondly though we need to gather market intelligence and further understand our competition. Lastly, it's so important to get referrals and further map out our competition. As has been demonstrated previously, your main source of good candidates are referrals from other good candidates. It could be argued then that most of the 3 to 5 candidates shortlisted are coming from the conversations you're having with candidates who are not right for the particular role you're calling them about. Therefore the importance of the second and third objectives can not be overlooked when considering the first objective. Always have these objectives at the back of your mind (or written down) when you're making your calls. All three objectives should be addressed on every call every time. You may not succeed every time but you should attempt to address them.
With these objectives in mind then, what information are we looking to gather on the call? Well obviously we will want to get a brief overview of their background and current role. Find out who they report and where they sit in the organisation structure. Find out what their salary and bonus is. Find out as much as we can about their business strategy, and get referrals. Simple right? We'll come back to look at these in more detail during the headhunt call scripts, but in summary, this is the information you should be looking to gather on each call. Once again, you will not succeed in gathering all of the information every time but your average should be at least three out of the five points covered, on every call. This is a very realistic objective to achieve. Think about a search when you have 50 people to call. If you're achieving at least three out of five for each call, you will amass an incredible amount of information, giving you a very current and detailed view of the marketplace for that particular role.
Before coming on to look at the headhunting piece once you've conducted all of your internal and internet based research, it's a good time to touch upon the building of org charts. Building complete org charts is probably the most challenging part of direct sourcing. This really does call upon all of your skills to be able to do it effectively. To reach the point when you know for sure that the org chart you have in front of you accurately reflects the organisation you're mapping takes a lot of effort and belief in what you're doing. You have to be consistent and diligent in asking all of the questions and pursuing your objectives outlined in the headhunting training.Remember, this is the pinnacle of direct sourcing. When we know exactly who works at our competitors in particular role, and who is one level above and below, we have all of the prep work done to go ahead and do a thorough assessment of the candidates in the market. Without this information we can never truly make an accurate call on who the best in the market is. Even when we have all the names, we're not guaranteed to make an accurate call but we will come as close to making an informed judgement as we can.There are a number of road blocks in our quest to map out the market. The only way to find out what the current structure looks like is to speak to the people that exist within it. Herein lies the problem though. People aren't going to tell you who their peers are for two reasons. If they're interested in the role they're not going to help you find other people they sit next to. Secondly, if they're not interested they're not going to be disloyal to their employer (and rightly so) by giving away the names of good people that work there. Therefore it's a delicate balance and juggling act of all of the different “hunting” skills that you have. Everything you've learned in the head hunting training, from the use of tone, your listening skills, the questions, the structure, and so on; everything you've learned, has to be understood and called upon at lightning speed at any given time. You have to become a refined head hunter, which like a hunter, has to be almost stealth like in your approach. Acquiring information from people through using the questioning techniques outlined in the training is crucial in getting your org maps completed.
So we've now done our linked in search and our internet search. It's worthwhile taking a moment here to stop and talk about some statistics which may help you understand the importance of doing more than just the linkedin piece when name gathering. We're kind of getting ahead of ourselves here because we're including getting referals which we haven't yet covered but we will, and in the meantime this will help contextualise some of what I'm talking about. In the pie chart, you'll see real data referring to the names identified from a collection of actual searches at the executive level. To the right of this the chart shows the percentage of candidates interviewed in relation to each research source. At first sight it may appear confusing but what it's telling us is that in percentage terms of the total population of each sourcing method, for the average shortlist, one candidate comes from all of the linked in names, one candidate comes from all of the internet research names and two names from the referrals. What these charts tell us are two key things: When conducting name gathering research, we must do more than just a LinkedIn Search Referrals are the most important source of quality candidates Despite the referrals forming less than 10% of the source candidate population for this search, they formed upwards of 80% of the candidates eventually interviewed. We will cover the process of getting referrals later in the training but for now remember how crucial the referral name gathering process is in our search for candidates. Of course luck and circumstance can prevail but as a general rule, this is a great and real representation of how the candidate source stats will look for any given search. Search here of course refers to the pure headhunting and doesn't account for roles where other methods have been employed including advertising.
The importance of calling candidates Early on in the training we made a clear distinction about what headhunting is, and importantly what it isn't. The importance of actually speaking to candidates as opposed to emailing them should be clear by now. I wanted to summarise here in a few short slides the importance of calling candidates and what information you may miss out on if you don't make those all important calls. If you don't speak to candidates, what information do you miss out on? Market Information – what's happening at our competitors? When you're in dialogue with a candidate, as you now know, you can ask all sorts of questions to find out what's happening at competitors whether it be to do with their strategy or what technologies they're using or whatever. Salary and bonus information This one requires building rapport so the candidate can feel comfortable sharing this information and you're never going to build rapport over an email. Of course you'll sometimes get them to give these details over email, but being effective at this takes speaking with candidates. An understanding of what motivates them in their career – push and pull factors. This information is so vital and again you can only get a true sense of this over the phone or face to face. You really do need to understand both of these factors in equal measure to make an informed call on it. Referrals – hugely valuable and often the source of the candidate that gets hired. I don't really need to expand on this one. The opportunity to build rapport, establish ongoing relationships in the industry and have opportunities to ask for favours in the future. This is one that's true value is often only realised one or two searches down the line when you have made some friends in the industry and you're able to call them back to ask for favours. This is how the most effective headhunters work. They make their own job easier over time by developing industry relationiships and often new genuine friendships and they're able to easily attain information you'd never get from other means. Certainly not consistently anyway. Competitor organisation structures. You can do all of the research online that you like but it will never be truly up to date. The only way to get real up to date org structure data is by speaking to candidates working at the companies you're looking to map out, or candidates who know these organisations and like you, have friends in the industry. Your job being a lot more fun and interesting. I really do hope after doing all of this training that you're afforded the time and take the opportunity to headhunt, even if just for some roles. You will hopefully see from this list alone why it's so important, but in particular it makes the role so much more fun and interesting.
The Real ROI of Internal Headhunting
Beyond the Dollar: The Real ROI of Internal Headhunting Presented by Fraser Hill,Founder of Headhuntin.com, Bremnus, and Pure Recruitment Training.
Direct Sourcing Value ModelInternal Headhunt StrategyThe Headhunt Process
Headhunting is any effort to proactively seek Resourcer/ Administrator Recruiter out and make verbal contact with a potential Headhunter Researcher candidate, establish if they’re open to a conversation about a potential career move,Managing diariesthe conversation therein. and for Creating/Posting job Creating/Posting job Competitor organisationinterviews, posting jobs, ads, sourcing candidates ads, sourcing candidates mapping, directdealing with job board through job boards, CV through job research, cold call headsuppliers, managing screening . boards/online, CV hunting, interviewing,invoices, general admin. screening, Interviewing, shortlist preparation. process management. Competitor intelligence.
Widening The Talent Pool“Have we truly done everything we can to market best IN the market versus ON the find thecandidate in the market and not just the best available candidateon the market?” Direct Sourcing Active Candidates
100 Number ofroles worked per year 0 Internal Internal Recruiter Headhunter
Advertise Internal Employee Advertise External Bench Referrals Pipeline HeadhuntInternally 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 advertised for confidentiality reasons. When all other methods have failed, headhunting will be the next default method.
Gather historic data from last year How many How many How much What direct How many senior roles confidential did we spend market data niche rolesdid 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 itroles will we data do we headunters spend cost headhunt? want to will we need? externally? internally? gather? Mapping and 16 competitor 1 0 $150,000 intelligence on all roles
Last year we spent $562,500 on headhunters for our 15 most senior, niche or confidential roles. We didn’t retain anysignificant market data or relationships 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 competitor org chart information that we can make further future hires from.
Preliminary Starts with a well written job spec Your internal clients market knowledge Your market knowledgeSecondary 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 ofthese will make it to a shortlist. That means that 90% of the people we speak to will not beright, but the conversations you have with the candidates who are not right are just asimportant. Three Headhunt Call ObjectivesFind out if they’re a suitable candidate and interested in a career move.Gather market intelligence and further understand our competition.Get referrals and further map out our competition.
Information to gatherGet a brief overview of their background and current role.Find out who they report to and where they sit in the organization 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 ProcessBuilding complete org charts is probably the most challenging part of direct sourcing.You have to be consistent and diligent in asking all of the questions and pursuing your objectivesoutlined in the headhunting training.The only way to find out what the current structure looks like is to speak to the people that existwithin it.You have to become a refined head hunter, which like a hunter, has to be almost stealth like inyour approach.
Percentage of Candidates Names Identified Selected From These SourcesWhen conducting 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 candidatesMarket Information – what’s happening at our competitors?Salary and bonus information.An understanding of what motivates them in their career – push and pull factors.Referrals – hugely valuable and often the source of the candidate that gets hired.The opportunity to build rapport, establish on-going relationships in the industry and haveopportunities to ask for favours in the future.Competitor organisation structures.Your job being a lot more fun and interesting.
If agencies are doing the work for youWho is actually sourcing for these roles? (Not the account manager, but the person doing theresourcing?What qualifies you (in the given product area or LOB) as an expert in talent in this space?Who are our top three competitors in this space?What can you tell me about their business, their strategy and their presence in our region?Who in your opinion are the key players in the organisations you mentioned?Who is your biggest competition in this market space? What makes you say that?How do you build your talent pipeline?
Beyond the Dollar: The Real ROI of Internal HeadhuntingSocial media is not the solution, it simply enables us to getcloser quicker to our target audience and limits our reliance onagencies. We still have to make the calls and build relationships.Market intelligence and relationshipsQuality of hire – is this the best candidate in the market (versus on themarket)