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The
best quality candidates are not necessarily actively seeking new
jobs, therefore the headhunter you appoint has to be armed with
the knowledge that will sell your position and company, writes DAVID
WILSON
In
today’s challenging economic environment, it is vital for IT
managers to appreciate the various recruitment techniques to maximise
the search for talent. The pursuit for quality personnel can be
arduous and frustrating for those who are not in the know, but self-rewarding
for those who understand the full scope of recruitment services
that can make hiring more effective. There are various techniques
to obtain IT expertise; one way would be the use of recruitment
firms.
Identifying
the right firm
A
good starting point is to work with recruitment firms who are either
regional or international players, as these firms can facilitate
both international and domestic networks, and have well-established
reputations built on experienced consultants and proven search methodologies.
It is also important to seek a firm that has an accomplished track
record in the technology domain.
Fees
The
traditional products incorporate a contingency or retained recruitment
service and both will involve a fee based on a percentage of the
successful candidate’s first year annual salary. The more senior
the position, the higher the fee, which can be negotiable depending
on volume or exclusivity. The fees generally range between 15 percent
to 30 percent.
In
reality, recruiting managers see contingency as the lesser risk
alternative, which involves payment only on a success basis. However,
for a more targeted search, a retained assignment has its advantages,
as this financial and exclusive commitment will enable the agent
to justify a lower percentage rate to make direct approaches and
focus on the assignment at hand. The standard retainer assignment
is based on an estimation of the successful candidate’s annual
salary payable in three installments: on appointment of the firm,
on submission of short-list, and on commencement of employment.
Search
methodology
Seek
a recruitment firm that encourages its consultants to be pro-active
and not to rely solely on internal databases. Of course, their pool
of candidates can enable a quick resolution to the recruitment need,
yet the more conscientious firms will only use this as a starting
point and seek success in more focused search techniques such as
headhunting and referrals. From appointment to presentation of candidates,
the process should take between seven to 14 days. However, depending
on the technical skills sought or the seniority of the position,
this duration can dramatically increase.
Valued-added
services
Although
the Asian recruitment industry still lacks the maturity and competitiveness
of its US, UK or Australian counterparts, some Asian recruiters
have the ability to offer third generation recruitment tools to
identify the best talent and offer a more quality driven selection
process.
Psychometric
testing, which has been perfected and used in Europe and the US
for years, is now beginning to infiltrate Asian markets. It gives
employers a fast and accurate assessment of candidates’ soft
skills and a valuable insight into the preferred managing style
or an organisational culture and finally, ways in which to maximise
performance once individuals begin employment.
Partnership
breakdowns
*
Information
The
majority of breakdowns between the recruiter and an organisation
are due to the lack of time or information given to the process.
It is vital you feel comfortable with the recruiter and give sufficient
information to enable them to do thorough due diligence on both
your organisation and market.
It
is essential to build this solid base of mutual understanding at
this stage to enable present and future positions to be processed
with less information and more efficiency, with each party completely
aware of each other’s expectations. The best quality candidates
are not necessarily actively seeking new jobs, therefore the individual
recruiter will need to be armed with the knowledge that will sell
your position and company. A full job specification needs to be
formulated from the outset, as both the consultant and employer
need to bilaterally manage the expectations of candidates when discussing
remuneration and responsibilities.
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Using too many agents
It
is a common mistake for employers to commission too many agents
on a contingency requirement. Asian markets are small, especially
when considering specific technical expertise. It can be frustrating
for candidates who continually get headhunted for the same position
from different recruiters.
*
Remuneration negotiations
Do
not underestimate the need for a third-party mediator during remuneration
negotiations and most agents encourage candidates and clients not
to enter negotiation directly. In most cases, the situation doesn’t
warrant heavy discussion. However, occasionally, the relationship
between the potential employer and employee can be damaged through
unnecessary dialogue miscommunication.
There
are many advantages for using a search firm, yet most organisations
in Asia are not taking advantage of the value-added services which
can make the service a much more cost-effective experience.
This
article first appeared in Asia Computer Weekly
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