{"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\/no\/blog\/news\/tri-istorii-pro-dikij-hanting","title":{"rendered":"Tre historier om vill jakt","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

Jakt er en ansettelsesstrategi som inneb\u00e6rer \u00e5 lokke til seg spesialister som allerede jobber i en annen bedrift. Jakt brukes n\u00e5r det ikke er mulig \u00e5 finne de n\u00f8dvendige spesialistene p\u00e5 det \u00e5pne markedet. <\/p>\n

En ekte headhunter er en dyktig forhandler som har god forst\u00e5else for psykologi og aldri g\u00e5r inn med hard h\u00e5nd. Men slike personer f\u00f8des dessverre ikke, de blir til, blant annet gjennom \u00e5 g\u00e5 gjennom en fase med primitiv jakt. <\/p>\n

I denne artikkelen vil jeg dele noen virkelige situasjoner som har skjedd i praksis til ledere i IT-selskaper og som har v\u00e6rt relatert til null-niv\u00e5 jakt. Dette er tilfeller av det mest \u00e5penbare bruddet p\u00e5 etiketten til headhunters, som f\u00e5r fagfolk til \u00e5 le og kandidater til \u00e5 bli oppr\u00f8rt, men som ikke alltid er forst\u00e5elige for nykommere. Slike rekrutteringsmetoder b\u00f8r aldri brukes av HR-managere hvis de ikke \u00f8nsker \u00e5 forringe arbeidsgivers omd\u00f8mme og miste jobben sin...<\/p>\n

\"Tre<\/a><\/noindex>
\nSkarpheten i headhunteryrket forutsetter bruk av et bredt spekter av midler, men kun hvis de ikke bryter loven, ikke skader omd\u00f8mmet til headhunteren selv eller kandidatene han rekrutterer. <\/p>\n

Hvorfor ikke bruke personopplysninger?<\/h3>\n

\nEt lite selskap som utvikler mobilapplikasjoner samarbeidet med en stor, kjent bank. For alle ansatte opprettet selskapet l\u00f8nnskontoer i denne banken og var forn\u00f8yd med samarbeidet. Men en dag mottok mange ansatte i selskapet (innehavere av l\u00f8nnskortene) invitasjoner til \u00e5 delta p\u00e5 intervju i banken for stillingen som programmerer. <\/p>\n

Invitasjonene kom direkte p\u00e5 den arbeidsrelaterte e-posten og ble sendt fra bankens bedriftsadresse, noe som ikke var vanskelig \u00e5 identifisere. Det viste seg at en ung ansatt i HR-avdelingen hadde brukt kundens personopplysninger for \u00e5 utf\u00f8re sitt arbeid. P\u00e5 den m\u00e5ten overtr\u00e5dte han ikke bare sine fullmakter, br\u00f8t profesjonell etikk, men ogs\u00e5 loven (FZ 152). For \u00f8yeblikket m\u00e5tte banken betale en betydelig bot p\u00e5 grunn av hans handlinger. Ikke for \u00e5 nevne det alvorlige slaget mot den finansielle organisasjonens omd\u00f8mme.<\/p>\n

S\u00e5 du en god spesialist - rekrutter, ikke n\u00f8l!<\/h3>\n

\nHeadhunting at professional events is another great way to find specialists of the required level. But even here, one must act delicately. The leader of a product IT company witnessed an unsuccessful recruitment of a specialist from his own company. <\/p>\n

At the exhibition, where the company's head went with his best employees, an attractive girl showed interest in the booth, asked a few questions about the product, got to know the specialist, and handed him her business card with a job offer from competitors. And this was in front of the company's director! Since then, the company's technical specialists have participated in exhibitions much less frequently.<\/p>\n

Tag colleagues in photos on Facebook \u2014 help competitors' headhunters!<\/h3>\n

\nSocial networks are a modern recruiting method that allows direct contact with potential employees. But this opportunity is not always used correctly. For instance, a novice recruiter was interested in specialists from a competing company's medical software department. They managed to find one of the employees from that department on Facebook, and \u2014 luck! \u2014 among personal photos was a snapshot from a corporate event where their colleagues were tagged. <\/p>\n

Instead of starting a dialogue with this person from the ground up, the unfortunate hunter sent identical text messages to everyone with the photo. Had he acted differently, he might have achieved a positive result. However, the members of one team, who received the template message, only became wary, considering it either spam or provocation. Discussing the situation among themselves, they concluded that this was more likely not an attempt at hunting, but a clever check from the management. As a result, none of them replied, and the headhunter simply failed a potentially successful operation.<\/p>\n

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

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

Profesjonelle rekrutterere vet at for vellykket jakt m\u00e5 man legge ned mye arbeid, velge riktig spesialist, etablere vennskapelige relasjoner, og viktigst av alt \u2014 tilby noe som f\u00e5r dem til \u00e5 v\u00e6re villige til \u00e5 bytte arbeidsgiver. En kreativ tiln\u00e6rming til jakt er nyttig, men bare s\u00e5 lenge det ikke overskrider grensene for lov og etikk.
\n
Kilde: habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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