客戶公司次用獵頭，覺(jué)得獵頭公司“暴利”是有一定道理的：來(lái)了一個(gè)人，談了兩個(gè)多小時(shí)，了一個(gè)人，安排了一個(gè)面試，居然要收費(fèi)近15萬(wàn)！在非常重視節(jié)省成本的民營(yíng)制造業(yè)老板看來(lái)，獵頭服務(wù)除了花了點(diǎn)時(shí)間聊了個(gè)天之外，幾乎沒(méi)有什么成本，而利潤(rùn)卻堪比販毒。經(jīng)過(guò)很多周折，總算讓客戶接受了獵頭顧問(wèn)的道理：“聊天不一定值錢，但有能力找到合適的人，用合適的方法聊天才值錢”！服務(wù)費(fèi)勉強(qiáng)如數(shù)收回，但因此事而激發(fā)的關(guān)于獵頭的“暴利與成本”的思考卻從未停止……

　　The client's company used headhunting for the first time and felt that the headhunting company's "huge profits" were reasonable: a person came, talked for more than two hours, recommended a person, arranged an interview, and surprisingly charged nearly 150000 yuan! In the eyes of private manufacturing bosses who attach great importance to cost saving, headhunting services have almost no cost except for spending some time chatting, while profits are comparable to drug trafficking. After many twists and turns, the client finally accepted the headhunting consultant's advice: "Chatting may not be valuable, but having the ability to find the right person and chat in the right way is valuable! The service fee was barely recovered in the end, but the thinking about the "huge profits and costs" of headhunting sparked by this incident never stopped

　　暴利背后的“積累”成本

　　The "accumulation" cost behind the huge profits

　　在某個(gè)具體的成功客戶委托上，獵頭顧問(wèn)的工作通常表現(xiàn)為：找了個(gè)人，聊了個(gè)天，做個(gè)，跟進(jìn)一下……然后收費(fèi)幾萬(wàn)，十幾萬(wàn)，幾十萬(wàn)，甚上百萬(wàn)；如果把獵頭的成本聚焦在實(shí)際成功的候選人身上，自然會(huì)形成獵頭“暴利”的錯(cuò)覺(jué)。這樣的錯(cuò)覺(jué)源自于忽略了獵頭的積累成本：花大量的時(shí)間接觸，了解數(shù)量龐大的潛在候選人，跟他們建立聯(lián)系并維護(hù)關(guān)系，研究了解行業(yè)的相關(guān)動(dòng)態(tài)。只有建立在這些積累的基礎(chǔ)上，獵頭才能持續(xù)出成功的候選人，而積累是要花費(fèi)巨大成本的，當(dāng)我們把這些積累成本攤?cè)朊總€(gè)成功的委托之后，獵頭“暴利”的錯(cuò)覺(jué)自然會(huì)消失。

　　On a specific successful client commission, the job of a headhunting consultant usually involves finding someone, chatting for a day, making a recommendation, following up... and then charging tens of thousands, tens of thousands, hundreds of thousands, or even millions; If the cost of headhunting is focused on the actual successful candidates recommended, it will naturally create the illusion of headhunting's "huge profits". This illusion stems from neglecting the accumulation cost of headhunting: spending a lot of time in contact, understanding a large number of potential candidates, establishing connections and maintaining relationships with them, and researching and understanding relevant industry trends. Only by building on these accumulated foundations can headhunters continue to recommend successful candidates, and accumulation comes at a huge cost. When we spread these accumulated costs across every successful commission, the illusion of headhunters' "huge profits" will naturally disappear.

　　必要的“浪費(fèi)”成本

　　Necessary 'waste' costs

　　由于供需關(guān)系博弈格局的變化，在獵頭服務(wù)中，按過(guò)程收費(fèi)的預(yù)付費(fèi)業(yè)務(wù)的比例越來(lái)越少，有結(jié)果才付費(fèi)的后付費(fèi)比例越來(lái)越高。這樣的變化，表面上看獵頭顧問(wèn)獲取客戶委托的成本大幅降低，但綜合成本卻會(huì)大幅上升，因?yàn)殛P(guān)單率（=成功的單子÷總單量）會(huì)大幅下降。盡管顧問(wèn)的能力高低、客戶關(guān)系的深淺等會(huì)導(dǎo)致各間公司的關(guān)單率差異很大，但在后付費(fèi)模式下，客戶可以接近零成本地使用獵頭服務(wù)，會(huì)從總體上導(dǎo)致關(guān)單率整體下降極大。對(duì)于大部分顧問(wèn)而言，每月有十個(gè)單子做不難，保持每月成一個(gè)以上的單子卻不容易。在關(guān)單率較低的背景下，大部分客戶的單子是在“害”你，每一個(gè)新的單子，以此單成敗的視角，大概率地是在浪費(fèi)你的時(shí)間精力，增加你的機(jī)會(huì)成本；但浪費(fèi)又是必要的，你不嘗試，就沒(méi)有成單的機(jī)會(huì)。那些浪費(fèi)的機(jī)會(huì)成本，也只能通過(guò)成功單子的服務(wù)費(fèi)來(lái)分?jǐn)?，這樣計(jì)算，做獵頭的成本其實(shí)不低的。

　　Due to changes in the game pattern of supply and demand, the proportion of prepaid services that are charged according to the process is decreasing in headhunting services, while the proportion of postpaid services that are paid only after the results are increasing. This change may appear to significantly reduce the cost of headhunting consultants obtaining client commissions on the surface, but the overall cost will increase significantly because the closure rate (=successful orders ÷ total order volume) will decrease significantly. Although the ability of consultants and the depth of client relationships can lead to significant differences in the closing rate between companies, in the postpaid model, clients can use headhunting services at almost zero cost, which will result in a significant overall decrease in the closing rate. For most consultants, having ten orders per month is not difficult, but maintaining more than one order per month is not easy. In the context of low closure rates, most customers' orders are "harming" you. From the perspective of success or failure of each new order, it is highly likely to waste your time and energy, and increase your opportunity cost; But waste is also necessary, if you don't try, there will be no chance of success. The wasted opportunity costs can only be shared through the service fees of successful orders, so the cost of being a headhunter is actually not low.

　　贏者通吃的“陪跑”成本

　　The winner takes all "running" cost

　　有結(jié)果才付費(fèi)的做法，有利于客戶一單多放，在多間獵頭公司的競(jìng)爭(zhēng)中獲益；同一個(gè)單子，極端的情況下，客戶有可能放給10間以上的獵頭公司，有15個(gè)以上的獵頭顧問(wèn)同時(shí)在做。成功之前，客戶大體上是不用承擔(dān)成本的。但15個(gè)顧問(wèn)工作，是要有工資、社保、福利等人工成本以及房租、水、電、通訊等營(yíng)運(yùn)成本的，博弈的結(jié)果，是獵頭供應(yīng)商先承擔(dān)了成本的風(fēng)險(xiǎn)而已。15個(gè)顧問(wèn)可能上100個(gè)人選（據(jù)說(shuō)有些大廠，獵頭100人，只聘用1人的情況時(shí)有發(fā)生），15個(gè)顧問(wèn)，100個(gè)候選人中，終只有1個(gè)顧問(wèn)的1個(gè)候選人成單。服務(wù)費(fèi)贏家通吃，服務(wù)費(fèi)減去贏家的成本，剩余應(yīng)該較多；但服務(wù)費(fèi)減去15人的總成本，是否還有盈余就不一定了。如果把獵頭公司之間由于競(jìng)爭(zhēng)而發(fā)生的彼此“陪跑”成本整體考慮， 獵頭業(yè)務(wù)被誤解為“暴利”，實(shí)在是冤屈。

　　The practice of paying only after receiving results is beneficial for clients to place multiple orders and benefit from competition among multiple headhunting companies; In extreme cases, the same order may be assigned to more than 10 headhunting companies with 15 or more headhunting consultants working simultaneously. Before success, customers generally do not have to bear the cost. But for 15 consultant jobs, there are labor costs such as wages, social security, and benefits, as well as operating costs such as rent, water, electricity, and communication. The result of the game is that the headhunting supplier bears the cost risk first. 15 consultants may recommend up to 100 candidates (it is said that in some large companies, headhunters recommend 100 candidates but only hire 1). Among 15 consultants and 100 candidates, only 1 candidate from 1 consultant ultimately becomes a candidate. The winner takes all in the service fee. Subtracting the cost of the winner from the service fee should result in a larger surplus; But whether there is still a surplus after deducting the total cost of 15 people from the service fee is uncertain. If we consider the overall cost of "accompanying each other" among headhunting companies due to competition, it is unfair to misunderstand headhunting business as "huge profits".

　　“高” 收益與獵頭顧問(wèn)的長(zhǎng)期職業(yè)發(fā)展的“機(jī)會(huì)”成本

　　The 'opportunity' cost of long-term career development between high returns and headhunting consultants

　　約20年前，我在英國(guó)讀過(guò)一篇法國(guó)人寫(xiě)的關(guān)于獵頭顧問(wèn)的收入調(diào)研。調(diào)研發(fā)現(xiàn)：兩個(gè)綜合素質(zhì)相當(dāng)?shù)娜耍傮w來(lái)說(shuō)，在獵頭公司工作的那位收入會(huì)更高。為何如此？調(diào)研的基本結(jié)論是：獵頭顧問(wèn)的高收入才能對(duì)沖獵頭職業(yè)的機(jī)會(huì)成本；因?yàn)椋?0年后，單純的獵頭經(jīng)驗(yàn)很難支持一個(gè)人較快的轉(zhuǎn)型到企業(yè)的中高層管理職位，相對(duì)而言，有企業(yè)中高層管理經(jīng)驗(yàn)的人轉(zhuǎn)型來(lái)做獵頭的難度就低很多。雖然，這是20年前法國(guó)人的調(diào)研，對(duì)當(dāng)下的獵頭市場(chǎng)也有一定的適用性：在按結(jié)果（而非資歷）取酬的獵頭業(yè)務(wù)上，職場(chǎng)經(jīng)驗(yàn)很少但綜合素質(zhì)高的有拼勁的年輕人，收入極大概率會(huì)比去企業(yè)要高。但這樣的高，一定程度上也是以將來(lái)的“職業(yè)適應(yīng)性縮窄”為機(jī)會(huì)成本達(dá)成的。如果再把這一層職業(yè)機(jī)會(huì)成本考慮進(jìn)去，獵頭業(yè)務(wù)有可能只是微利行業(yè)了。

　　About 20 years ago, I read a survey on the income of headhunting consultants written by the French in the UK. Research has found that for two individuals with comparable overall qualities, the one working in a headhunting company generally has a higher income. Why is that so? The basic conclusion of the research is that high income from headhunting consultants can offset the opportunity cost of the headhunting profession; Because in 10 years, simple headhunting experience will be difficult to support a person's rapid transition to a mid to senior management position in a company. Relatively speaking, the difficulty of someone with mid to senior management experience in a company transitioning to become a headhunter will be much lower. Although this is a French survey 20 years ago, it also has certain applicability to the current Chinese headhunting market: in the headhunting business that is paid by results (rather than seniority), young people with little experience in the workplace but high comprehensive quality who are hardworking will have a greater probability of income than those who go to enterprises. But such a high level is also achieved to some extent through the opportunity cost of future 'narrowing of career adaptability'. If we take into account the opportunity cost of this level of career, the headhunting business may only be a low profit industry.

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