Headhunter scheme
The headhunter scheme is an important component of its remuneration system and is aimed primarily at motivating headhunters to be active and improving the success and quality of the recommended talent. Its core mechanism is structured around performance, complemented by other remuneration components, such as the base salary. In terms of performance calculations, there are three main mechanisms and their variations or combinations:
The usual scale of head hunting
The proportion of head-hunting drawings is influenced by a number of factors and is often wider. Generally, operators receive a 5 per cent - 20 per cent increase in the annual salary of the position. In some small or start-up headhunters, the relatively low operating costs of the company may provide a relatively high ratio of 20-30 per cent to attract talent and motivate workers. In contrast, large and medium-sized headhunters, with more stable customer resources and volume of business, may contribute to a relatively low ratio of about 10-20 per cent. British companies such as michael page, robert walters and walters use a bonus system, which is not simply linked to performance and is more complex. Moreover, in some exceptional cases, such as recruitment to particularly high-end, scarce posts or where the project is extremely difficult, the percentage may exceed 30 per cent or even higher. For example, the recruitment of a leading technical expert in the industry, who earns millions a year, may give headhunting firms a higher percentage of headhunters, such as 35-40 per cent, because such talent is of great value to the enterprise and the difficulty of successful recruitment。
The factors affecting head-hunting rates are raised by head-hunting companies of different sizes
It is assumed that a small headhunter company is commissioned to recruit for a position with an annual salary of 500,000. The company uses the base salary increment system, which is set by the performance ladder: a 20 per cent rate for performance below 100,000; a 25 per cent rate for performance between 10 and 300,000; and a 30 per cent rate for performance above 300,000. Headhunter consultants successfully recommended suitable candidates and completed the recruitment process. Headhunters charge recruitment fees based on 25 per cent of the annual salary of the position, i. E. 500,000 x 25 per cent = 125,000. As 125,000 were in excess of the ratio of 300,000 performance, headhunters were raised at 125,000 x 30 per cent = 375,000. It is also assumed that a large and medium-sized headhunter company is commissioned to work for the same 500,000 jobs annually. The company's promotion policy is a fixed rate of 15 per cent, with a better welfare system and a higher minimum salary. The figure for headhunters is then 500,000 x 15 per cent = 75,000. Although the percentage is lower than that of small headhunters, overall income is competitive because of higher base salaries, better benefits and a certain level of competitiveness. As can be seen from the above-mentioned cases, the amount of headhunting is not only proportional, but is also closely related to factors such as the size of the company, the mechanism of promotion and the position itself. In formulating their own policies, different firms take into account a combination of their own business situations, market positioning and talent strategies, while headhunters need to choose their own headhunters according to their abilities and needs。
