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With a critical lack of leadership talent available globally and a demanding top level candidate, the headhunting climate has become more sophisticated and challenging. This dramatically raises the headhunting game - a different approach to the conventional headhunter-client relationship is an absolute must with today’s “savvy” talent market flexing its muscles. It is critical for headhunters and clients to become strategic partners. There is no question that mere service provision doesn’t cut it anymore and that a deeper strategic headhunter-client relationship is a must and client commitment a non-negotiable. According to Leonie Pentz, Business Unit Manager of AIMS International South Africa, the SA partner to one of the largest Executive Search networks globally, there are serious repercussions to not achieving a partnership level relationship with your headhunter and staying ahead of the game. “Extended hiring time and losing quality candidates, leading to an expensive process and a dissatisfied client and candidates. It’s all about the value proposition – you are paying an expert to recruit for you – utilise that expertise and knowledge to your advantage!” “If there isn’t open communication it will affect the client’s employer brand. If the client doesn’t give feedback, the candidate is left in the dark - making their experience unpleasant". "They remember the service they received and communicate this to their network, creating negative publicity for the Employer, Headhunter and around the proposed position.” “The direct consequence is not being able to fill the role. This affects the company’s ability to meet strategic objectives and has direct financial implications.” So how can a superior value client partnership be achieved? Milton Wood, President and CEO of M. Wood Company, an AIMS International Partner in the United States says, “We have a highly consultative relationship with the top level – CEO, senior officers and board members of the company, we know their strategic business plan so bring a higher long-term value. An involved approach is key.” Leonie says that to ensure delivery to clients and candidates, working with the executive line manager directly produces far better results vs. when HR acts as a gatekeeper. “HR should support and facilitate the process.” “Trust and open, honest communication – accountability and commitment to measurable performance and timeframes from both sides is a must.” “It is also imperative that employers pay special attention to the hiring process for headhunted candidates. This process needs to be pro-active, selling rather than telling. The company and position needs to be presented favourably to gain buy in and build excitement throughout the process". "Too often the headhunter gets the candidate all excited, only for the candidate to come back from the interview with the client, totally deflated and uninterested in the opportunity as the client expected the candidates to do the selling, while the candidate expected to be sold to!“ A new twist is that headhunters in today’s market are screening clients… A top headhunter does not compromise its executive network, but focuses on connecting top-end talent with reputable screened employers of choice. Leonie says, “We have increasingly become more selective with clients and ensure contracts are signed upfront to validate their commitment to the process. We do ongoing research into clients and acutely listen to opinions from candidates on employers’ ethics, business practices and reputation.” Ultimately, skill shortages have caused a clear shift from a client to a candidate’s market. Headhunters are working on the ground every day and are aware that clients who don’t act will be left behind in the ever changing 'war for talent'. Remember it is no longer what an employee can do for the organisation, but rather what the organisation can offer the candidate. |
