The basis for a successful headhunting mandate is a detailed, open and trusting project discussion at the start of the search process. This begins with a detailed presentation of the company (e.g. key figures, product/service range, market situation, competition, corporate structure, organizational structure, corporate/management culture, etc.). At best, the company should provide the recruitment consultancy with an initial job description and all information about the vacant position and its history. A task and requirement profile for the position to be filled is then jointly developed and discussed.

In the next step, the recruitment consultancy draws up an initial list of target companies, which contains all the potential companies in which potential candidates are to be identified and approached in the first step. For example, industry affiliations, company sizes and the geographical focus of the search should be taken into account. This list should also be approved by the commissioning company, whereby it is also important to define the so-called “no-touch companies” in which the personnel consultancy should not approach as part of the headhunting project.

Once the requirements profile and target company list have been approved, the recruitment consultant and the research team begin the operational search, i.e. potential candidates are identified, briefly contacted by telephone at the workplace and contact is then gradually intensified outside working hours, which should result in the CV being sent after initial questions have been clarified in both directions.

On this basis, the personnel consultancy checks the basic suitability of the candidate and whether an invitation to a personal interview is extended. In today’s tight labor markets, this demonstrates the consultant’s ability to win people over for a position and actively support them in their step-by-step decision-making process.

In addition to direct approaches, consultants should also use other channels, such as structured recommendations via the network, internal and external databases and social media. This ensures that all suitable candidates can be contacted during the headhunting process.

In this phase of the search process, the recruitment consultant interviews the potential candidates. An experienced consultant will use a structured interview concept that is valid and allows more in-depth professional and personal statements to be made about a candidate than would be possible on the basis of their CV alone.

Based on the reports from the recruitment consultancy, the company will then invite potentially suitable candidates in the next step to form their own impression. Job interviews are a reflection of the corporate culture and should therefore receive appropriate attention. Experienced recruitment consultancies also pay attention to small details in the selection process. This includes intensive preparation, an appreciative reception and sufficient time for the individual interviews. Qualified feedback also characterizes a good employer. After all, every applicant passes on their own personal experiences and thus influences the image of a company.

The written report that is created on this basis for suitable candidates and made available to the hiring company should, in addition to the hard facts (e.g. salary, notice period, etc.), also convey a clear picture of the candidate and explain why the person is suitable for the open position. The report should provide the HR department and other stakeholders within the hiring company with a good assessment and a vivid picture of the person applying.

Once the personnel decision has been made, the home stretch should also be completed without stumbling. This includes precise and prompt communication with the future employee. All relevant points of the collaboration are agreed in the contract negotiations and then legally formulated. It is worth going into these talks ready to compromise, but with clearly defined limits to the negotiating range. Only if both sides sign the employment contract with a smile on their faces are good conditions created for the start.

Welcome on board! This formula should not be an empty phrase for companies. Structured support for new employees is worthwhile at all levels. If the new team members feel supported during the difficult first weeks and months, they can contribute their skills and resources to the team much more quickly. Onboarding processes also deserve a great deal of attention from a business perspective. If a new recruitment process has to be started because an employee leaves the company during their probationary period, the costs can add up to three to five months’ salary. The employer image also suffers as a result of frequent fluctuation. Reason enough not to leave this initial situation to chance and to take advantage of the numerous benefits of systematic induction.

We stay in contact with the candidate and the company even after the headhunting project has been completed and the position successfully filled. If, contrary to expectations, it doesn’t work out, our replacement guarantee applies and we repeat the search without a fee. This is our commitment to joint headhunting success!