If you already have the candidate's contact information and have recommended a position, you can choose to call his former company (not his current company) and tell the personnel department of that company that you want to conduct a background check on a person, tell him which department your candidate is from, and then ask people in the department what they think of that candidate.
What do financial headhunters usually talk to candidates? Have you had a chance to see it recently? Are there any new interview opportunities?
Care about the candidate's career opportunities and make him feel that even if you don't look for a job through a financial headhunting consultant, we are still good friends. Which company do you want to interview with? What about the interviewer? Do you think this is an opportunity? Why? Countless information tells you which companies have similar job requirements, and TA is your next customer who wants BD.
Which company opportunities do you particularly want?
It is perfect to end a conversation with a question full of humanistic care. Really calm down and listen to each other's needs and care about what he wants. It is not about how to form the candidate's next recommendation demand. With a little care and listening, you and the candidate will really become friends.
Of course, there is a purpose for financial headhunting consultants to chat with candidates, but this purpose is win-win. Therefore, candidates should regard every communication with headhunting consultants as a rare opportunity, because headhunting consultants will listen carefully to your career confusion and planning, and they will provide you with reasonable suggestions appropriately.
What is your usual workflow? What is your organizational structure?
From the daily work content, it is no exaggeration to share his work process, how subordinates work, who they report to on weekdays and chat with him about the boss. In addition to knowing more about his work content and ability, this is an effective way to help the two sides establish a relationship. More importantly, understanding the organizational structure of a company from the workflow is too valuable for financial headhunting consultants. If the relationship is good, you can learn more about the name and contact information in the organizational structure, and are potential contacts and candidates.
How is the company developing? Have there been any personnel changes recently?
If the topic has been discussed, from the department to the company level, then the meeting has been successful. In which department of the company, who was promoted and who left, workplace gossip is always an enduring topic. Behind this conversation is one job opportunity after another.
What is the future development of your department? Is there a job demand?
From the candidate's current daily work to the future planning of the department, the development path and possible talent demand of the organization can be more clearly defined. Finally, by the way, is there any demand at present? Although the candidates are well aware of the purpose of this question, why not help each other? Just a little effort.
How does the headhunting industry search for candidate information? I am not a headhunter, but it seems that the most basic and effective way to deal with headhunters is to call for an interview, because headhunters are all high-end, and online search is really not very effective. There is also the recommendation of experienced people or the help of informants.
Recruiting like a headhunter (3) How to interview candidates (1) Preparation before the interview
Interview location, time confirmation, dress, business card, notebook, print candidate's resume
Sort out interview questions (read the candidate's resume carefully and extract questions, loopholes, doubts and key points)
Sort out the customer's business and work needs (try to understand the business and work as comprehensively as possible, which has been described in series one)
Second, enter the interview to check the candidate's information and ability.
1. greetings.
There is a famous saying in the legal and medical circles: I can't help you unless you tell me the truth. Headhunting consultants should make candidates understand that they should communicate with a "frank and open" attitude, not be serious, and try to create a relaxed and happy atmosphere.
3. View resume information, such as time node, work unit, work performance, personal information, etc.
4. Investigate whether the hard standards of competence and quality match the job requirements of enterprises. There are no fixed standards for star rating, basket and evaluation. It will be more accurate if the competency model is used.
5. Investigate whether soft standards such as personality match the enterprise. Such as corporate culture, characteristic system, boss's personality style, management concept, team communication mode, etc.
The resignation of executives is either a matter of ability, or a matter of relationship with the boss or other executives, or there is indeed a better opportunity.
Focus: Whether the candidate's personality and work style are compatible with the business owner or his immediate superior.
Methods: Look at the style and personality of the applicant's past boss or immediate supervisor, and compare it with his work performance during his work.
But that doesn't mean getting along with a certain style of boss doesn't necessarily mean getting along with other styles of bosses can't be rigid. It can only be used as a reference for inference or evaluation.
Third, introduce corporate customers and jobs.
Introduce customers as comprehensively as possible, including: development history, industry status, business, boss, senior management team, business philosophy, future strategy, investment and financing, organizational structure, corporate culture, key systems, etc.
Position: level, authority, superiors and subordinates, team situation, recruitment reasons, position status and problems to be solved, requirements for position candidates, resignation of former position holders, general salary and benefits, equity distribution, promotion channels, etc.
Remember: the front should be brief, and finally, the key points should be summarized, and the places that attract and impress the candidates are sorted out from two aspects: the enterprise (advantage) and the position (G point of job-hopping for candidates).
Fourth, confirm the candidate's interest.
At this stage, we have basically understood each other. Then, confirm the candidate's interest. Average, tall, very tall?
On the whole, you didn't impress him. Let's see if it really matches, or if you haven't found the candidate's G-spot, or if the candidate has other concerns, then go and have a look.
High, very high, can be more assured to recommend to enterprises.
Verb (abbreviation of verb) Confirmation of salary expectation
The salary of some candidates is ridiculously high, which is a headache for many headhunting consultants.
First of all, you should judge the worth of the candidate according to the industry, occupation, region and ability.
If you want too much, you should throw cold water on it, which is based on your understanding of the previous sentence.
At this stage, the purpose is to confirm the candidate's actual salary expectation, and judging the amount of this limit will not be considered. The specific standards will be discussed after the company interviews.
Six, confirm the resignation period, do a good job in the dynamic management of candidates.
Resignation period: generally one month, three months, and half a year for the elderly. It's best to confirm how soon you can get a job, if it is the fastest.
Candidate dynamics: Do you have any contact with other headhunting companies? Are there any job opportunities in other enterprises? If so, at what stage? How do you feel? It is necessary to do a good job in dynamic management of candidates' work in time.
How headhunting consultants maintain the cooperation between candidates depends on their relationship. Headhunting consultants largely help candidates choose a more suitable platform, which is a very good thing for candidates. The key is to find reliable headhunting consultants and reliable headhunting companies.
Does the general headhunter meet the candidates? Headhunter, which means a person looking for talents, helps excellent enterprises find the talents they need. Another way of saying this word is called advanced talent search. "Head" refers to the place where wisdom and talents are concentrated, and "headhunting" can also refer to the act of hunting talents, that is, discovering, tracking, evaluating, selecting and providing senior talents. In foreign countries, this is a very popular way to recruit talents. It is translated as "headhunting" in Hong Kong and Taiwan, and also called headhunting in Chinese mainland, which means "recruiting senior talents or excavating high-end talents".
Headhunters' English is headhunting, which comes from Latin. It originally refers to American cannibal tribes. Cut off the other person's head when fighting and hang it around his waist as a show off. It was really called headhunting after World War II. After the victory of some countries in Europe and America, they looked for the scientists they needed from Germany and many other countries. Just like jungle hunting, they send professional companies everywhere to help them find better people. Later, the word was borrowed to become a hunter, and its original meaning was brought to China, called headhunting. Headhunting is very different from general enterprise recruitment, talent recommendation and employment introduction services. Headhunters always focus on people with high academic qualifications, high positions and high prices. It looks for professionals and management talents with higher education, rich practical experience and excellent performance. In short, headhunting can be understood as an intermediary for senior talents and acts as a "matchmaker" for senior talents and enterprises.
How headhunting consultants communicate with candidates depends on your usual communication skills. You don't have to talk about work to communicate with candidates. It is best to keep friends with the candidates. If it is a job exchange, then you must recommend him a position. Generally, candidates are on the job, which depends on your understanding of the recommended position. What advantages do you have compared with his present position? What good can it bring him? Help talents to conduct all-round analysis from the aspects of enterprise development platform, talent career development direction, salary and treatment, and give talents reference opinions from the perspective of consultants.
What information does a headhunter need when interviewing candidates? Usually, headhunters will interview candidates. Basically, the candidate's ability is recognized. It is better to know more about the candidates and check the information, such as hardware information, education, degree certificate. Soft information is his related ability.
What information do headhunters need to interview candidates 1. Is the information true?
This information includes the candidate's educational experience, work experience and so on. Although these will be described in detail in the candidate's resume, it is still necessary for headhunters to make on-the-spot judgments. Resumes can be faked, but on-site interviews can better judge the authenticity of resumes.
About educational experience, it mainly refers to the educational situation after college. You can ask: Why did you choose this major? What did you learn in this major? Headhunters know this before interviewing candidates, and they can make certain judgments through these headhunters.
Except for some special industries, most enterprises look at degrees and schools rather than majors; This part of the consultants choose to ask the candidates what they have learned (for relatively junior candidates), and they can see the candidates' summing-up ability to some extent according to the answers.
Work experience is to get information about location, company size, market share, product information, department, performance and so on from the applicant. If it is a personal experience, candidates can talk about it in Kan Kan.
2. Reasons for leaving the company
After determining the candidate's work experience, what headhunting consultants need to know most is the reason why the candidate resigned, and it is the real reason. The reason for being so cautious is that the candidate may be fired by the company, may have a bad relationship with the line manager, or may be really unsuitable. At this time, headhunting consultants need to observe the answers and reactions of candidates with various questions to judge whether the reasons for leaving the company are true.
3. Judge the candidate's demand for the position.
After knowing and confirming all the work experience of the candidate, the consultant has a certain understanding of the candidate's career planning, and can also predict the job that the candidate may want to do next. The next step is to have a certain understanding of the candidate's target position and career development. On top of this, it is more important to guide.
4. The candidate resigned
So far, the consultant interviewed has a certain understanding of the candidate's past experience and future expectations. Next, we need to confirm that if the consultant recommends a candidate to the client company, and the client company likes the candidate very much and is willing to provide it, we need to ensure that the candidate has not been retained by the line manager or even the upper level of the original company. At this time, it is necessary to communicate with candidates from different angles to determine and judge the risk that once a candidate is admitted, he will eventually choose not to accept the admission.
The above is the information that headhunters need from candidates' interviews.
One way for headhunters to judge the stability of candidates is to look at their previous resumes.
The other is to watch this person talk.
Therefore, only those who want to interview will know.