Headhunting

What is headhunting about?

Headhunting involves selecting middle and senior managers who meet the criteria set by the client. This is a sensitive area, as the employees occupying managerial posts are key to the results and performance of a company. In the headhunting process, when selecting a manager, we must also consider the candidate’s ability to positively influence the rest of the company’s workforce.
As you can see from the above, headhunting is a rather complex task that requires a lot of attention. Complexity is increased even more, because the headhunting process does not start with the selection.
In most cases, companies now outsource the selection process, given that the recruitment of managers or middle managers is a special field.
In the past, headhunting was sector-specific, but now we can say that a headhunter performs the selection function in all kinds of fields.
For this to be successful from a headhunting point of view, we need to get to know the job, assess the requirements of the company and the conditions required by the position to be filled. In the headhunting process, we need to take all these circumstances into account to decide whether the candidate meets the expectations and fits into the scheme of the company, both in terms of the company’s values and its operations.
It is also important to highlight that this is not a one-way street. Of course, employee applications are also a priority area. We are committed to identifying talented people, helping them build their careers consciously, and helping them find their ideal position or job.

Headhunting is a complex and exciting task, but trust is very important.

Complex, as the selection process must take into account the interests of both the employer and the employee. We need to be empathetic, but we also need to have the vision of a good strategist for successful and effective selection (and that often doesn’t seem empathetic).
And, of course, it’s also a task of trust, as we get to know people’s lives and circumstances during the selection process. What’s more, our work has an impact on all this, and we do it with maximum care. For us, headhunting is a mission.

What skills do we consider important for a managerial position?

As mentioned above, we always take into account the importance and influence in the company.
When headhunting, we are looking for leaders, not for bosses. Yes, this is very important to stress, because the two are not the same. It sounds like a cliché, but only those can become good leaders who are able to lead well. This requires the right leadership skills and competences. And these skills are virtually independent of the professional functions of the given field.
Let’s illustrate this with a simple example for clarity. A middle manager or a senior manager may have the highest level of education in economics, but he will not be a good manager if he does not have the skills to motivate the team he is in charge of.
A good leader must have the following skills:

• ability to deal effectively with problems that arise,
• ability to make independent decisions,
• ability to communicate well with the members of his team (respect, humility),
• in conjunction with this, have the appropriate emotional intelligence,
• ability to assess the company’s situation and strategy and support it,
• and have adequate (but not excessive) self-confidence, which is important for building personal relationships and leadership.