Tri zgodbe o divjem lovu

Hunting is a recruitment strategy involving the poaching of specialists working in other companies. It is used when suitable candidates cannot be found in the open market.

A true headhunter is a skilled negotiator, well-versed in psychology, and never forces the issue. However, unfortunately, such individuals are not born; they become so, partly by going through a stage of primitive hunting.

In this article, I will share several real situations that have occurred in the practices of IT company leaders related to level-zero hunting. These are cases of the most blatant violations of headhunter ethics that elicit laughter from professionals and outrage from candidates, but are not always clear to newcomers. Such recruiting methods should never be employed by HR managers if they do not want to embarrass their employer and lose their position...

The specificity of the headhunter profession involves the use of a wide range of tools, but only if they do not violate laws, harm the reputation of the hunter themselves, or the candidates they recruit.

Why not use personal data?

A small company developing mobile applications was serviced by a large, well-known bank. For all employees, the company opened salary accounts in this bank and was satisfied with the collaboration. However, one day, many employees (holders of salary cards) received invitations to interview for a programmer position at this bank.

Invitations were sent directly to their work email and were dispatched from the corporate email of a bank employee, which was not hard to identify. It turned out that a young HR department employee had used clients' personal data to perform their work. Thus, they not only exceeded their authority, violated professional ethics, but also broke the law (Federal Law 152). At present, due to their actions, the bank had to pay a large monetary fine, not to mention the serious blow to the reputation of the financial organization.

Saw a good specialist—recruit, don’t hesitate!

Headhunting at professional events is yet another excellent way to find specialists of the required level. However, one needs to act delicately here. The head of a product IT company witnessed an unsuccessful recruitment attempt of their own specialist.

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 acquainted with the specialist, and handed him her business card with a job offer from competitors. And this was right in front of the company's director! Since then, the technical specialists of the company participate in exhibitions much less frequently.

Tag your colleagues in photos on Facebook — help the competitor's headhunter!

Social networks are a modern recruitment method that allows direct contact 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. He managed to find one of the employees from that department on Facebook, and – luck! — among personal photos, he came across a picture from a corporate party where his colleagues were tagged.

Instead of starting a dialogue with this person from a distance, the failed hunter sent identical text messages to all people in the photo. Had he approached it differently, he might have achieved a positive result. However, the members of one team, who received the template message, only became cautious, considering it either spam or provocation. Discussing the situation among themselves, they concluded that it was rather not an attempt at hunting, but a clever check from management. As a result, none of them responded, and the headhunter simply failed a potentially successful operation.

These cases demonstrate the main headhunting practices applied incorrectly.

Professional networking, searching in social networks, poaching employees from competing companies — all of this works well only when combined with a careful and diplomatic approach to recruitment. It was precisely due to the failure to adhere to this requirement that the outcome turned out to be absurdly ridiculous and disappointing.

Strokovni lovci vedo, da je za uspešen lov potrebno vložiti veliko truda, izbrati pravega strokovnjaka, vzpostaviti prijazne odnose z njim in, kar je najpomembnejše, ponuditi mu tisto, zaradi česar bo pripravljen zamenjati delodajalca. Kreativen pristop k lovu na talente je na mestu, vendar le, če ne preseže meja zakonov in etike.

Izvor: habr.com