一、深耕的重要性

1、 The Importance of Deepening Professional Cultivation

高管是否會(huì)放心把自己的非常重要的職業(yè)生涯交給不、不靠譜的獵頭？或者說(shuō)是獵頭小白？高管不是獵頭小白成長(zhǎng)道路上的墊腳石。知識(shí)是獵頭武器庫(kù)中的的重要武器。獵頭需要深入了解行業(yè)、職位。如果獵頭一問(wèn)三不知，對(duì)職位哪里是機(jī)會(huì)，哪里是坑，KPI的權(quán)重都不了解，那么他們?cè)诟吖苎壑械膬r(jià)值將會(huì)大打折扣，就會(huì)覺(jué)得不靠譜，直接被高端pass掉。

Will executives feel confident in entrusting their very important career to unprofessional and unreliable headhunters? Or is it a headhunter novice? Executives are not stepping stones on the growth path of headhunters. Professional knowledge is an important weapon in the headhunting arsenal. Headhunters need to have a deep understanding of the industry and position. If a headhunter asks three questions without knowing where the position is, where the opportunities are, where the pitfalls are, and the weight of KPIs, then their value in the eyes of executives will be greatly reduced, and they will feel unreliable and directly pass by the high-end.

二、高管跳槽的慎重性

2、 The prudence of executives in job hopping

其次呢， 高管跳槽時(shí)會(huì)非常慎重，因?yàn)樗麄兩钪@次跳槽將對(duì)他們自己的職業(yè)生涯產(chǎn)生重大影響，另外自身職場(chǎng)角色重要，對(duì)現(xiàn)有公司、未來(lái)要入職的公司，也是有著很大的影響。獵頭在此過(guò)程中必須具備出色的洞察能力、情商在線(xiàn)，來(lái)克服雙方的陌生感，拉近距離感，短時(shí)間內(nèi)與高管建立深層信任關(guān)系。他們必須了解高管的真正需求，同時(shí)也要考慮到高管的顧慮，比如擔(dān)心新公司還沒(méi)開(kāi)始面試啥的，現(xiàn)在的公司聽(tīng)到要跳槽消息，可能不利于高管當(dāng)前的在公司的職場(chǎng)環(huán)境。

Secondly, executives will be very cautious when changing jobs, as they are well aware that this job change will have a significant impact on their own careers. In addition, their own career roles are important and have a significant impact on existing and future companies. During this process, headhunters must possess excellent insight and emotional intelligence to overcome the unfamiliarity between both parties, bring them closer, and establish a deep trust relationship with executives in a short period of time. They must understand the true needs of executives and also take into account their concerns, such as concerns that the new company has not yet started interviewing or that the current company may not be conducive to the current workplace environment for executives when they hear about job hopping.

三、真誠(chéng)服務(wù)的必要性

3、 The necessity of sincere service

站在高管角度考慮問(wèn)題 ，高管會(huì)關(guān)注哪些方面？獵頭應(yīng)該多去考慮高管的職業(yè)生涯的發(fā)展、穩(wěn)定性、是否要進(jìn)一步挑戰(zhàn)自己，定居打算，家庭因素，的服務(wù)外，還要主打一個(gè)真誠(chéng)！獵頭不要只盯住獵頭服務(wù)費(fèi)和提成業(yè)績(jī)等，對(duì)高管更負(fù)責(zé)任一些，甚比高管本人考慮自己更多，高管往往會(huì)更愿意和這樣的獵頭接觸。

From the perspective of executives, what aspects do executives pay attention to when considering issues? Headhunters should consider the career development and stability of executives, whether they need to further challenge themselves, settlement plans, family factors, and professional services. In addition, they should also focus on sincerity! Headhunters should not only focus on headhunting service fees and commission performance, but also be more responsible to executives, even considering themselves more than the executives themselves. Executives are often more willing to engage with such headhunters.

四、重要資源的整合者

4、 Integrator of important resources

做好高管職位項(xiàng)目的，往往是掌握某些重要資源的獵頭。獵頭是行業(yè)資源整合者，他們可能掌握上下游資源。他們有行業(yè)內(nèi)高層人脈，客戶(hù)內(nèi)部的長(zhǎng)期合作及信任關(guān)系，以及獵頭本身的口碑及某項(xiàng)特殊出色能力。

The headhunters who excel in executive positions often have access to certain important resources. Headhunters are industry resource integrators who may have access to upstream and downstream resources. They have connections with senior executives in the industry, long-term cooperation and trust within clients, as well as the reputation and exceptional abilities of the headhunters themselves.

五、客情關(guān)系的維護(hù)

5、 Maintaining customer relationships

獵頭顧問(wèn)不應(yīng)只在有職位需求時(shí)才與客戶(hù)聯(lián)系，而應(yīng)該在平時(shí)就進(jìn)行關(guān)系維護(hù)，平常在招聘需求、公司的人才組織架構(gòu)、人才市場(chǎng)動(dòng)態(tài)多互動(dòng)，以長(zhǎng)期合作關(guān)系為導(dǎo)向，而不是只關(guān)注短期利益。的客情關(guān)系，對(duì)高管大單都是有著正向的促進(jìn)作用。

Headhunting consultants should not only contact clients when there is a job demand, but should also maintain relationships on a regular basis. They should interact more with recruitment needs, the company's talent organizational structure, and the dynamics of the talent market, and focus on long-term cooperative relationships rather than just short-term benefits. High quality customer relationships have a positive promoting effect on large executive orders.