{"id":35162,"date":"2019-10-31T22:02:40","date_gmt":"2019-10-31T19:02:40","guid":{"rendered":"https:\/\/prohoster.info\/blog\/tri-istorii-pro-dikij-hanting\/"},"modified":"2019-10-31T22:02:40","modified_gmt":"2019-10-31T19:02:40","slug":"tri-istorii-pro-dikij-hanting","status":"publish","type":"post","link":"https:\/\/prohoster.info\/en\/blog\/news\/tri-istorii-pro-dikij-hanting","title":{"rendered":"Three stories about wild hunting","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

Hunting is a recruitment strategy that involves poaching a specialist working at another company. It is used when suitable specialists cannot be found in the open market. <\/p>\n

A true headhunter is a skilled negotiator with a strong understanding of psychology and never bulldozes through situations. However, such individuals are not born this way; they develop these skills, often starting with the basics of hunting. <\/p>\n

In this article, I will share several real situations that occurred in the practices of IT company leaders related to zero-level hunting. These are examples of the most blatant violations of headhunter ethics, provoking laughter among professionals and outrage among candidates, yet often confusing for newcomers. Such recruitment methods should never be employed by HR managers if they want to avoid humiliating their employer and losing their job...<\/p>\n

\"Three<\/a><\/noindex>
\nThe specifics of a headhunter's profession entail the use of a wide range of tools, but only when they don\u2019t violate laws, harm the headhunter's reputation, or the candidates they recruit. <\/p>\n

Why not use personal data?<\/h3>\n

\nA small company that develops mobile applications was serviced by a large, well-known bank. For all employees, the company opened payroll accounts at this bank and was satisfied with the cooperation. However, one day many employees of the company (holders of the payroll cards) received invitations to interview for a programmer position at the bank. <\/p>\n

The invitations were sent directly to their work email and were distributed from the bank's corporate email, which was not difficult to identify. It turned out that a young HR employee used the personal data of bank clients to carry out his work. By doing so, he not only overstepped his authority and violated professional ethics but also broke the law (Federal Law 152). Currently, the bank has incurred a hefty financial fine due to his actions. Not to mention the serious blow to the reputation of the financial institution.<\/p>\n

Saw a good specialist \u2014 recruit him, don\u2019t hesitate!<\/h3>\n

\nHeadhunting at professional events is another great way to find specialists of the right caliber. However, it is important to approach this delicately. A CEO from a product IT company witnessed an unsuccessful recruitment attempt of their own specialist. <\/p>\n

At an exhibition, where the CEO went with their best employees, an attractive young woman became interested in the booth, asked several questions about the product, got acquainted with a specialist, and handed him her business card with a job offer from competitors. And this was right in front of the company director! Since then, the company's technical specialists participate in exhibitions much less frequently.<\/p>\n

Tag colleagues in photos on Facebook \u2014 help the competitor's headhunter!<\/h3>\n

\nSocial networks are a modern recruiting method that allows you to connect directly with potential employees. However, this opportunity is not always used correctly. A novice recruiter was interested in specialists from the medical software development department of a competing company. They managed to find one of the department's employees on Facebook and \u2014 lucky for them! \u2014 among personal photos, there was a shot from a corporate event where their colleagues were tagged. <\/p>\n

Instead of starting a dialogue with this person from afar, the poor headhunter blasted identical text messages to everyone in the photo. If they had approached it differently, they might have had a positive outcome. However, members of the same team who received the templated message became suspicious, considering it either spam or a provocation. Discussing the situation among themselves, they concluded that this was probably not an attempt at headhunting, but rather a clever check from management. As a result, none of them responded, and the headhunter simply failed a potentially successful operation.<\/p>\n

These cases illustrate the main headhunting practices that were applied incorrectly.<\/p>\n

Professional networking, searching on social media, and poaching employees from competing companies \u2014 all of this works well only when combined with a cautious and diplomatic approach to recruiting. It was precisely due to the disregard of this requirement that the outcome turned out to be absurd and disappointing. <\/p>\n

Professional recruiters know that successful hunting requires a lot of effort, choosing the right specialist, establishing a friendly relationship with them, and most importantly\u2014offering them what they would be willing to change employers for. A creative approach in hunting is valid, but only if it does not cross the boundaries of laws and ethics.
\n
Source: habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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