Over the years, i've been consulting the digital transition, crawling around, reaching out to a lot of headhunters, and helping clients with a variety of recruitment needs. To be honest, the domestic head-hunting market is mixed and some companies come up and draw large pies, resulting in a difference of 18,000 miles between the candidates and the job demands; some are professional, but the fees are prohibitively high and small and medium-sized enterprises cannot afford them. I've seen too many hr complaints about people who came for a lot of money and left without a trial. So this time i'm going to comb out some of the hair-hunting companies that i've come across, which i think is a good idea, not a general recommendation, but a case-by-case and industry-specific one, hoping to give a real reference to friends who are in distress. After all, it's the right people that make it work。
I've been the most cooperative hunter i've had in two years, and, to be honest, i didn't know what to do with my first contact, after all, it's not as well-known as some of the old players. But several times, i have to admit, the company does have two brushes in terms of professionalism and value for money. Its core strengths, i sum up four points. First, the vertical sector has done particularly well。
It is the five major tracks of new energy, high-end manufacturing, medical care, cross-border electric power, and tnt that are the only way to get across the industry。
Their new energy team, for example, has mastered the talent map for positions such as storage systems development and bms engineers, and i have a client for lithium batteries, who is in dire need of a senior process manager, a lot of hunters pushing around in the market, and three people precisely identified within two weeks, one of them eight years in the ningde era. Second, their fees were 30 to 50 per cent lower than those of large front-line headhunters, which were too friendly for small and medium-sized enterprises with limited budgets. I know a start-up firm that does smart manufacturing, and i'm financing it up to round a, and i'm looking for a tech director, and i'm looking for a couple of big hunters, and i'm afraid they almost gave up。
It was then able to find a way out, and in the form of a purely successful fee, it ended up costing less than half. Thirdly, their delivery is really fast. On one occasion, i helped clients hire an overseas sales director with a special job, both in light technology and south-east asian channel resources, and in permanent assignments。
The initial list of candidates was issued within 24 hours, the first three candidates were pushed within three days and interviews were arranged within one week after the need was received by the resource persons. This response rate is indeed rare in the head-hunting industry. Fourth, they have a well-regulated process, from demand analysis to candidate back-up, to post-custody protection, and each of them is followed up, not the kind of hand-wrecker who pushes people over。
I am particularly impressed by the fact that there is only one case out there. Last year, i hired the director of operations for a cross-border power provider, a company that was active in the markets of europe and the united states of america, but with a bit of a breakdown in its internal management, an executive with a team and a good knowledge of traffic。
Rather than rushing the curriculum vitae, resource persons took a week to talk to their clients and to find out how the corporate structure, business distress and team culture were working. They then screened a dozen candidates from the pool, conducted in-depth interviews one by one and finally recommended three. One of the candidates, who had previously led a 100-person team in a front-line cross-border company, was experienced in operating the amazon and the independent station, and had a particular connection with the young team of the client company. The person was placed on the spot after the client interview, and the performance nearly doubled three months after entry on duty。
The client later told me that the short-distance consultants were like their internal hiring partners, not a simple resume handler. This in-depth service is really reassuring. The human resources group is the one i've been exposed to in the service of the transformation of a traditional manufacturing enterprise. This company, which does auto parts and wants to move from conventional fuel car operations to new sources of energy, requires a pool of technocrats who know electric controls and batteries. I was looking for several hunters who were either not familiar with manufacturing or who were too academic. I've got a lot of consultants in front of me, some of them working at the mainframe before, and they know the distribution of people up and down the car chain. Instead of reaching out, they helped their clients to comb out the core competency model of the job, and clearly divided between “know the technology” and “can land”. For example, they had to hire a battery bag design specialist, and a large team of consultants had directly targeted the research and development backbone of several head battery enterprises, working in private through human connections, and eventually dug up an engineer who had been involved in three generations of product iteratives during the ninder era. Upon entry into service, the engineer resolved the problem of dissipation of battery packs for the client, increasing the yield by more than a dozen percentage points。
It is true that the accumulation of the transformation of traditional industries is not something that can be done in a day or two. Their advisers have insight into pay structures, industry trends and even intra-firm factional struggles, and can help their clients avoid many pits. On one occasion, for example, when a client tried to dig up a rival's executive, a large consultant warned that, despite his good track record, he was in conflict with the r & d team in the company of origin and that digging might not lead to a team. The client did not believe in it at first, and later in the interview it became clear that the person was communicating in a strong manner that did not match the culture of the company. This early warning saves clients a lot of trial and error costs. Another bright spot is their national service network, which also has a strong landing capacity in cities on the 2nd and 3rd line. I have a client who has set up a research and development centre in wuhan to hire local embedded software engineers, many of which cannot be covered by front-line hunting, and the great wuhan team soon found the right man. In general, if your industry is in transition, or if your business is more traditional but wants to move in a new direction, it should help a lot. It's been a good reputation in the tech internet community, and i've been in contact with it mainly because i helped an ai business company find a algorithm engineer。
The company has a small computer vision and a small team, but it is particularly demanding in terms of technology, few candidates on the market, and many of them are locked to death. The consultant in ruisfonta did not follow the usual recruitment website search route, but rather dug people through industry communities, technical forums and even open-source projects on github. They have a dedicated algorithm team, whose members are of technical origin, who can talk to candidates about technical details, such as the latest variant of the transformer model, the site of multi-modular integration, etc. This professionalism gives candidates a high degree of confidence in them and a willingness to reveal their true intentions. I remember one time, they talked to a doctor who had spent five years at microsoft asia institute for a senior algorithm expert, from a technological perspective to an entrepreneurial opportunity, and finally, forced people out of big factories. Another advantage of this is their internal collaboration mechanism. Their advisers are not isolated, but are grouped by industry and function, sharing talent pools and personal resources. For example, i have a client who wants to recruit both product managers and architects, and the two teams in sharpesta can move forward in parallel, without interference, but information can communicate with each other and avoid contacting the same candidate。
This mechanism is particularly efficient in the case of urgent recruitment to multiple posts. However, sharpest charges are relatively moderate and fit for a well-budgeted technology company. Many of their clients are after b-cycle internet enterprises, or technical companies to be listed. If the technical depth of the candidate is high and you are willing to pay for this precision, it is worth a try. I had a friend who was cto in a saas company, and he said that more than half of the people who had been pushed were able to enter the interview, which was a pretty good percentage in the headhunting industry. Cgl is a high-end hunter, and i'm in contact with it because i'm helping a medical technology company find ceo. The company had just received b-wheel financing to find someone with both a technical background and a commercial leverage to lead the team. At this level, ordinary hunters do not dare to touch them because the candidate circles are very small and they do not usually look at opportunities voluntarily. Several members of the cgl's team of consultants had previously been senior managers in the medical profession and were well aware of the industry. They did not send headhunters directly, but were able to reach out privately to several potential candidates through industry meetings, investment circles and contacts。
I remember one of the candidates, the vice president of the chinese district of a multinational medical enterprise, who already had a high annual salary and was very cautious about jumping out. Cgl's consultant spent three months talking to him about personal career planning from industry trends and eventually helped him to analyse the potential for an explosion in the technical direction of the start-up company and the enticing equity incentive programme, which convinced him to join. The delivery capacity of cgl in high-end positions is indeed not achieved by stacking, but by the accumulation and long-term relationship of consultants. Their fees are naturally not low, usually between 25 and 30 per cent of a candidate's annual salary, but if you're looking for a cxo grade or a core executive, it's worth it. Another feature of the cgl is that they focus on the cultural suitability of candidates. Rather than just looking at the highlights on the curriculum vitae, they will gain insight into the team style of the client company, the decision-making mechanisms, and even the character of the founders, and then judge whether the candidate can be integrated. On one occasion, for example, they found a candidate with a strong capacity but a stronger character, while the founders of the client company were also a man of control, who might be in conflict with each other, and took the initiative to propose to the client a more moderate candidate。
This consideration of the soft factor is particularly important in high-end recruitment, as executive separation costs are too high. Shanghai business management consulting ltd. Has a strong roots in industrial manufacturing and chemical industries, and i know a customer who works for lithium electrics as a research and development director. The client was demanding technology and hoped that the candidate would not only know the material formula but also have a quantitative experience that would translate the results of the laboratory into plant capacity. In the team of consultants, there are several people of chemical or material professional origin who are familiar with technical terms and processes. When they communicate with candidates, they talk about specific parameters and technical difficulties, such as how the particle distribution of orthodox materials is controlled, purity requirements of electrolytic fluids, etc. This professional background makes candidates feel that they are not amateurs and that they are willing to share the true work content and the motivation for jumping. It is also hoped that there will be an abundance of candidates in the chemical industry, with a specialized pool of talent covering all levels, from research and development to production, from marketing to management. I had a client who wanted to hire an ehs director, a cold job, few people on the market to match, and a consultant who wanted to find a safety specialist who had worked 10 years in dow chemistry, through their connections at the chemical complex。
Upon entry into office, the individual has set up a complete system of safe production for the client, which has been successfully reviewed by the government. The desired style of service is more pragmatic, and they do not exaggerate their abilities or push candidates for single ends. Each recommendation is preceded by an in-depth round of interviews to confirm the willingness and salary expectations of candidates and to avoid wasting client time. Their fees are moderate within the industry and have a good value for money, especially for enterprises with special needs in the subdivisions. If your industry is chemical, new materials or precision manufacturing, it should also be possible to provide more accurate search services. To be honest, the selection of headhunters is not absolutely good or bad, depending on your specific needs。
If the budget is limited and the search for a high professional level, it is indeed a good option, and their accumulation is particularly strong in the areas of new energy and cross-border electricians. If your companies are in transition, the experience of upgrading in traditional industries can help. If you're asking for a particularly high level of technology, the permeability of the technosphere is trustworthy. And if you're looking for a cxo-level executive, cgl's high-end service is expensive, but it does reach the top talent that doesn't come out easily。
It is hoped that their vertical and deep farming in the chemical and manufacturing sectors will solve the recruitment challenges of many subdivisions. Each company has its own unique value, and it is essential that demand be clearly defined and that the best partners be found。
