Archive for 一月, 2007



   Posted by: TZ   in News, Recruiting

By Laure Marcus –

With an unemployment rate at its lowest level in 30 years, 2007 promises to be a challenging one for Canadian recruiters, who have made their New Year’s resolutions—employee retention, diversity, flexibility and training are among the popular themes. What lies in store for the coming year? We outline 10 major trends to help you better understand the coming changes.

1. Hiring intentions similar to 2006
According to the Manpower employment outlook survey, employers in Canada and the U.S. foresee a relatively similar rate of hiring for the first quarter of 2007 as for 2006. According to the site, more than a third of employers expect to recruit up to 10 new employees in 2007. Manpower, however, predicts more modest recruiting in the beginning of the year: for Q1 2007, the net employment outlook of +18% is less than Q4 2006 by three percentage points.

The picture is radically different from one province to the next—while employers from Atlantic Canada and Ontario predict a rather weak hiring climate with a net employment outlook of –12% and -2% respectively, Western Canada has a net employment outlook of +25%, the highest rate in the country. In Quebec, employers anticipate rather stable recruiting, with a +4% growth in potential jobs.

2. Hiring in the mining and services sectors
The mining and services sectors will most likely be the biggest recruiters in 2007. Mining sector employers forecast the most prosperous results for the coming months, with a net employment outlook of +36%. Services and public administration, for their part, are anticipating +26% employment outlook. Finance, wholesale and retail trade, education, transportation and construction will not be far behind with an employment outlook of +14% to +21%.

3. Increasing salaries
Salaries continue to go up, driven by increasingly apparent recruiting difficulties. 83% of employers reported that their companies will increase the salaries of current employees, most by +3%. About half want to increase the base pay of new employees. The use of bonuses, indemnities, options and other premiums is also on the rise.

4. Greater mobility and flexibility
Improving mobility within the company is one of the keys to decreasing turnover. In order to promote internal recruiting, 37% of employers plan on offering more promotions and opportunities for professional advancement this year.

In terms of retaining employees, the work/family life balance is increasingly a consideration. 27% of employers are very or extremely willing to providing more flexible working arrangements, such as job sharing and alternate schedules. 16% are willing to authorize telework.

5. Reinforcement of training
To make up for the shortage of qualified labour, more than 8 out of 10 employers are ready to recruit employees without experience in their own industry, but that they can train in the field. 78% declare themselves ready to provide the required training and certifications.

6. Promise of diversity
As a result of the talent war, employers are increasingly inclined to look elsewhere. In addition, companies are more inclined to recognize the positive influence of diversity on their bottom line. In 2007, employers will seek to vary their staffing demographics—48% of employers, for example, said that bilingual (French/English) workers will be the most valuable to their companies.

7. Retirees on the job
In 2007, many baby boomers will turn 60, but will not necessarily retire. A study conducted last year by Desjardins Financial Security found that 91% of Canadians do not think they will be able to afford to retire at this age. Changing manners, the demographic situation and labour requirements have profoundly changed the environment.

Moreover, close to one quarter of Canadian employers stated wanting to hire retirees or to set up incentive programs to convince workers approaching retirement age to stay on the job.

But will this willingness reduce age discrimination? In 2006, 60% of executives older than 50 stated that their applications had already been rejected due to age, according to the U.S. ExecuNet network.

8. Hiring abroad
Canadian companies continue to grow on external markets. In 2007, 8% of them plan to expand operations and hire employees overseas. This is slightly less than the U.S., which will do more recruiting abroad (13% of companies), primarily in China and India.

9. More rational outsourcing
With the wisdom of several years of experience, recruiters are now better selecting the activities to be outsourced. Large companies are more selective in outsourcing, targeting certain stages of the recruiting process or certain types of jobs. Small companies, on the other hand, tend to outsource all of their recruiting. Recruiting providers are slowly organizing and making themselves indispensable.

10. Virtual pre-selection
The Internet is becoming an invaluable information tool for recruiters. Social networking, blogs and online discussion groups already provide a vast quantity of information on candidates. In 2006, 35% of executive recruiters using the Internet as a source of information had already eliminated candidates further to an online discovery. This number was 10% higher than 2005, which foreshadows strong growth for 2007, based on ExecuNet network forecasts.

There are more and more tools available to help recruiters find information on their candidates. Sites such as Zoominfo, W3 Data and Accurint deliver invaluable data: virtual CVs, contact information, hobbies and leisure activities,

By Lou Adler, January 30, 2007  原文

Understanding candidate motivation is the first step in implementing an appropriate recruiting strategy. On a very simple level there are only two reasons why candidates look for new jobs and ultimately accept offers. One reason is a “going-away” strategy. This usually has to do with leaving a bad job situation. This could be the result of a lay-off or a spouse’s relocation. Recruiting is relatively easy if the candidate’s current situation is weak and future options are limited. Standards are lowered based on these personal circumstances. If you find strong candidates in this position, move fast. You have a good, but temporary, advantage. Their future opportunities will change for the better very quickly.

A “going-towards” strategy is the other side of the coin and the more common reason good candidates take other positions. These people need some very compelling reasons to leave an already solid position, or to compete with other opportunities that are very attractive. It takes more effort to find, recruit, and close these candidates. Although, you have more time, since these people will rarely make a quick decision. This is both good and bad.

In general, for most candidates, the underlying motivation to change jobs is usually a combination of these two strategies. It’s the interviewer’s job to determine the degree of both and which one is most important. Early in the interview, ask why the candidate is considering a move at this time. This gets at the going-away strategy. Then ask what the person’s looking for in a new job. This gets at the going-towards strategy. They typically say something like, “Looking for a better opportunity and more challenge.” Then ask the candidate why having these conditions met is important to the person. This requires an applicant to think at a deeper level and often reveals true motivation. Remember what’s said here. You’ll be able to use this during the closing process as you present the merits of your job.

Compare the consistency between the going-away reasons and the going-towards strategy. For example, it makes sense if a person wants to leave a chaotic situation for more security. It doesn’t seem logical though, if someone is leaving this same chaotic situation for more growth opportunity. Look for congruity at every level.

If the candidate is currently in a good situation, or has multiple opportunities, you’ll need to work harder and offer more in order to pull the person away. This is when strong recruiting can win the hiring game for you. It starts by understanding why top candidates who have a going-towards motivating strategy decide to accept one job over another. It’s usually based on these five key reasons in the order shown:

  1. The quality of the job. This includes the short-term challenges and the long-term growth opportunities. Top people take jobs primarily because they meet their needs for growth, challenge, and learning. To get at this, ask your hiring manager why a top person would want this job. Then ask about the big projects and challenges involved in the job. This type of questioning forces the hiring manager to think about the real job and not the skills listed on the job description. Job descriptions that define the real work and the critical tasks are called Performance Profiles.
  2. The quality of the hiring manager. Top people are looking for leaders and mentors to work under. A professional interview with high standards establishes this foundation. Managers who understand real job needs also come across as more insightful. Recruiters can help improve the whole process and increase interviewing accuracy by preparing a Performance Profile with the hiring manager when they take the assignment.
  3. The quality of the team. Top people want to work with other top people. Everyone who interviews the candidate must conduct a thorough assessment based on a clear understanding of real job needs. I recently visited a major engineering and construction company that lost a number of great recent college grads because the interviewers were superficial and “chatty”. On a recent search, one of my CFO candidates thought the hiring team – comprised of only peer VPs – oversold and under listened. He felt that none of them, except one, understood the real role of finance in a large multi-unit international company. This probably wasn’t true, but that was his perception based on the interviewing process. He ultimately turned the offer down largely because of this.
  4. The quality of the company, especially the relationship of the job to the company’s growth plans. It’s important to tie the job to some bigger company initiative. This is a process called job branding. For example, someone in a call center can be part of a growth expansion plan, or someone in accounting can be part of a complete overhaul of the reporting system. The best people consider the job from a short and long term perspective. While a great company brand can get the person interested, you’ll increase the acceptance rate when the actual job ties to some bigger plans.
  5. The compensation package. As long as the compensation is fair, you have a good chance to consistently hire top people, assuming the other factors are positive. However, if the compensation is too low, it’s very difficult to consistently hire top people. On the other hand, if it’s very high in comparison to the competition, then it makes the other factors less important. Don’t sell the job on compensation; sell it on the chance to make a big short term impact with an opportunity to grow at a faster rate than all competing jobs. Make the job the differentiator, not the compensation. Someone can always pay more.

You can attract and hire more top people if you emphasize the current challenges and the long term career opportunities inherent in the job. This is why preparing a Performance Profile is such an important first step when starting any new search assignment. The key to closing more assignments is to understand and manage motivation. For the best people accepting one job over another is rarely about the money. However, if you can’t differentiate the job based on what’s driving a candidate to look, all you have left is the money. When money becomes the primary reason to accept an offer, don’t be surprised when the person lacks the motivation to do the work required. Understanding and managing motivation is how you close more deals and how you hire more top performers.


Monster 又涨价了

   Posted by: TZ   in News

世界上最大的网络招聘网站 Monster 巨兽的职位发布价格又涨了!





面试经验 - 你是否说得太多?

   Posted by: TZ   in Candidates

根据猎头公司Korn Ferry对许多招聘者的调查,“说得太多”是候选人在面试中最容易犯的错误(36%)。其它容易犯的错误包括:

  • 说得太多 - 36%
  • 对公司或职位的不了解 - 22%
  • 太多的自我为中心 - 16%
  • 盲目的自信 - 9%


德卡猎头 (


极限猎头 (Extreme Headhunting)

   Posted by: TZ   in Opinion & View, Recruiting

极限猎头 (Extreme Headhunting) 的说法是受到了极限编程 (eXtreme Programming) 的启发。为了解决许多公司的软件团队陷入不断增长、相对低效的开发过程泥潭,一批业界专家一起概括出了一些可以让软件开发团队具有快速工作、响应变化能力的价值观和原则,他们称自己为敏捷联盟。其中最重要的部分就是极限编程(eXtreme Programming,简称XP)。






  1. 完整的团队所有参与者(客户、项目负责人、组员)一起在讨论项目的范围、企业的情况、岗位的具体职责和对候选人的具体要求。注意要把客户(HR、Line Manager)变成团队的一部分。
  2. 这样的沟通和交流是持续的。每周/每天猎头顾问都能把搜索的进程和客户进行沟通,客户则及时给出反馈意见。
  3. 客户对候选人的简历的评估和面试做为检验猎头工作进展和效果的组成部分。
  4. 顾问提供给客户的信息要求简单、准确、及时,应该尽量避免提供重复、无用的信息来使得客户增加困惑。
  5. 递交给客户的候选人情况都是项目负责人和搜索助手共同过滤以后完成的。他们的合作过程是个非常短的循环过程,但需要在搜索开始之前仔细了解职位的需求来避免以后很多无用的劳动。
  6. 不断改进搜索的方法,改进的方法以达到目的为中心。
  7. 项目的负责人需要对SendOut的候选人进行最后的把关和组织所有需要的资料,来确保候选人资格和资料的准确和合格。
  8. 所有送出去的资料和信息都应该是高标准,统一的格式。面对客户的联系人应该只有一个。
  9. 用客户的眼光去验证你准备送出去的候选人。站在别人的角度来看审视候选人可以更好、更准确的进行筛选。
  10. 可持续的速度 团队只有持久才有获胜的希望。他们以能够长期维持的速度努力工作,他们保存精力,他们把项目看作是马拉松长跑,而不是全速短跑。 极限猎头是一组简单、具体的实践,这些实践结合在形成了一个敏捷搜索过程。极限猎头是一种优良的、通用的人力资源搜索方法,项目团队可以拿来直接采用,也可以增加一些实践,或者对其中的一些实践进行修改后再采用。



  • 个体和交互     胜过 过程和工具
  • 实用的方法     胜过 面面俱到的文档
  • 客户合作        胜过 合同谈判
  • 响应变化        胜过 遵循计划


  • 我们最优先要做的是通过尽早的、持续的交付合格的候选人使客户满意。
  • 即使到了项目搜索的后期,也欢迎改变需求。极限猎头利用变化来为客户创造竞争优势。
  • 经常性地交付合格的候选人,交付的间隔可以从几个星期到几个月,交付的时间间隔越短越好。
  • 在整个项目开始以后2周内,业务人员和客户的沟通应该是每天进行的。
  • 围绕被激励起来的个体来进行项目管理。给他们提供所需的资源和支持,并且信任他们能够完成工作。
  • 在团队内部,最具有效果并富有效率的传递信息的方法,就是面对面的交谈。
  • 足够数量符合条件的候选人是首要的进度度量标准。
  • 极限猎头提倡可持续的项目速度。责任人、团队人员和用户应该能够保持一个长期的、恒定的开发速度。
  • 不断地关注优秀的技能和好的搜寻方法会增强敏捷能力。
  • 简单是最根本的。
  • 最好的搜寻方法出于自组织团队。
  • 每隔一定时间,团队会在如何才能更有效地工作方面进行反省,然后相应地对自己的行为进行调整。极限猎头开发采取了以下猎头招聘原则来加以避免项目的僵化,这些原则如下:
    • 单一职责原则
    • 开放-封闭原则
    • 替换原则
    • 客户需求第一原则
    • 资源的重复利用
    • 稳定依赖原则
      建立起可以依赖的支持系统。  如何信赖别人、如何让别人都能够信赖你对于一个猎头顾问来说是非常重要的。
  • 德卡猎头 (



       Posted by: TZ   in Entertainment

    财经频道最近推出的“上班这点事”,聊得都是白领上班族的日常小事。 但就是这些人人都以为自己能够做好小事,很多人却做得有不少欠缺的地方。很多成功人士之所以成功,往往不是因为他们有超人一等的手段或眼光,更要紧的是他们能够严以律己、从小处着手、注重细节、每一件“小事”都力图做的比别人更优秀。猎头公司很多失败的案例都是不少候选人对细节的不注意导致的。

    曹启泰和袁岳都是上视财经中我比较欣赏的节目主持人,有阅历、有口才、有急智还有幽默。 值得推荐!

    德卡猎头 (


    猎头经验 - 客户谈判高级技巧

       Posted by: TZ   in Recruiting

    最近整理了一些猎头的培训资料,试图把一些有用内容放在这里和大家分享一下。可惜MSN不支持音频的Plug in(除非另外装一些Gadget),所以只能放在公司网站链接里面了。


    • Why Clients Ask for a Discount – 4:23为什么客户要求折扣?
    • How to Say No Diplomatically – 2:28如何有礼貌地说“不”
    • Great Comebacks to Difficult Fee Objections – 9:19当遇到费用争执的时候,多种有效回应方法
    • Putting it into Practice – 1:38怎么进行猎头技巧练习



    德卡猎头 (



       Posted by: TZ   in Entertainment




    新浪播客是把双刃剑 #



    张钰事件前后的“优酷曲线” #

    仔细想想这两年的招聘网站也出来不少,可是点击量和眼球吸引都上不去。现在看来,原来网络招聘不成功的原因不是缺乏创意和技术,而是太严肃了、太缺乏娱乐性了。 看看现在的网络、手机等载体里面的新闻、社区、视频、博客、BBS、播客,哪个不是性趣盎然?


    • 张钰不是绞尽脑汁地找工作么? 怎么也应该搞一段她的“个人简历”,再来几段“面试”视频。我拍着胸脯保证指天发誓,你们网站服务器2个小时之内开心地就死翘翘。




       Posted by: TZ   in Candidates, Opinion & View








    德卡夜论 (

    BTW,Richard 的手机铃声又变了。 :)



       Posted by: TZ   in Opinion & View, Technology

    日前看到一则新闻:以开创招聘新模式著称的网站 Jobster 准备裁员60人,大概占其公司总人数的41%。

    在Web2.0浪潮里面不管是有圈到钱或没有,创业者最后都会面临同样的问题 -- 能否盈利。尽管很多招聘的新方法在理论上很诱人,但现实(HR、候选人的接受度;信誉体系的不完善;技术的超前;没钱推广;过多的低价竞争和模仿者等等)都会让很多人失望。这个在美国如此,在中国就更不用说了。


    很多招聘的新技术都有趣,但都不是KISS模型(Keep it simple & stupid)。所以它的传播性、可用性、学习难度、重复性都是个问题。
    德卡夜论 (