Hunting for Hunters
There is a new jungle out there…Towering concrete walls abound with this jungle, and around it, massive steel animals graze. Human preys are plentiful here.
Welcome to the urban jungle!
The corporate world is full of predators. One of the most deadly predators is the head hunter. Head hunters are a cunning and ruthless breed. Lurking behind their computers, they silently surf the internet, viewing the countless company profiles and limitless employee list, ready to pounce at the first victim. Their MO, sending emails, text messages, or making calls to employees, making them an offer, they cannot refuse. Be careful when you are around these so called head hunters.
Headhunting is a very lucrative industry that also flourished with the advent of the internet age. The world is indeed a smaller place, thanks to the World Wide Web. It’s funny when you think about it, a head hunter and a net (internet), this is all you need to catch an employee.
Head hunters look for the person with the best fit for a specific position. In other words, it is a form of recruitment. They usually correspond through emails, text messages, and phone calls. Once they get a hold of a prospect, they refer them to the company that needs them and closes the recruitment process.
The process of talent acquisition nowadays is more often than not, outsourced. This is where headhunting comes in. Big companies want to save cost by paying a headhunting company to look for an employee for them, instead of them, going through the hassle of employing a recruitment specialist that they will not really need after they have employed the specific personnel they are looking for.
I call them predators because they PREY on employees. They offer bigger salaries, better premiums, and promise promotion. This is what they use as bait. This is better known as poaching. They look for a talent working for the competitor that hired them and recruits them using their deadly bait. As a result, companies are now “purchasing” or “buying” the experience or talent of an employee instead of improving them. In short term planning, this is somewhat advantageous since the company can acquire their need for an employee at the soonest possible time. In the long run, however, the company risks its ability to grow people from within. This results to a more shallow relationship between each employee because of the fast turnover of their workforce.
As the competition in the corporate jungle grows stiff, it is wise for companies to detach themselves from the trap of hiring employees who are in it for the money. This is one of the traps that head hunters do not foresee. After all, survival of the fittest is the name of the game, not survival of the richest.
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