As the person in charge of human resources recruitment, how to manage the whole recruitment when cooperating with headhunters?

Enterprises will choose headhunters, and they must have encountered some recruitment for important positions, because headhunting companies and enterprises will open a big time gap when recruiting for key positions such as high-paying positions, leadership positions and senior talents. After all, headhunting is a difficult talent to recruit, a high-paying position, and an executive for enterprises. Professional people do professional things, and there are specialties in the industry.

Choose the right headhunter

It's definitely right to choose a headhunting company with a good reputation, but each headhunting company has several industries that it deeply focuses on. When choosing a headhunting company, HR should try to choose the successful cases of the company's industry, and it would be better if there is peer recommendation.

HR must first understand the market situation. There is a saying that "if you don't know the goods, you must know the goods if you have money." This truth is well known. HR can't choose a headhunting company with low fees simply on the grounds of saving the company's cost, because their workflow is often irregular and the recruitment success rate is extremely low, which is likely to be a waste of time. Professional headhunting companies charge high fees, but their advantages are good service and guaranteed talent quality. The recommended talent ability can actually bring performance benefits to the company.

Know yourself and yourself.

When docking with headhunting consultants, while deeply understanding the recruitment needs, you must clearly tell headhunting consultants what the attraction of the position is to high-end talents and what the development prospects of your company are. And team size, working environment, corporate culture, etc. The more detailed, the better. It's not that you inform without reservation, but that HR should give the public information to headhunters as soon as possible. If the information is inconvenient to disclose, explain the reasons. This can help headhunters do a good job of "portrait of target talents" and also help headhunters better understand the development prospects and importance of the position. Some enterprises think that docking headhunters can prevent headhunters like thieves, which leads to the basic dissatisfaction of the recommended candidates. This is a lose-lose situation.

Timely feedback

Just because the recruitment demand is thrown at headhunters doesn't mean that HR people can sit still and wait for employees to join the company.

The headhunting company recommended the candidate scheme. After the interview, HR needs to feed back the results to the headhunting company in time. Good or bad, you can say it directly. If it is not good, ask the headhunter to speed up the progress and then visit and recommend. If the interview is ok, feedback to the headhunter whether to enter the next stage.

In short, the feedback should be timely and cooperate with each other to recruit the best talents in the shortest time, because good talents may also be locked by other headhunting companies, and it may not be necessary to contact other enterprises.

HR with smooth communication, timely feedback and attention to headhunting value is a good customer in the eyes of headhunters, who will better serve the enterprise.

I hope my answer is helpful to you!