Tony 30年的獵頭公司經(jīng)驗(yàn)構(gòu)成很有意思：來自于倫敦這個(gè)招聘業(yè)最發(fā)達(dá)的城市（據(jù)說有15000家以上的招聘公司），在 Michael Page、MRI這些很有特點(diǎn)的獵頭公司工作過，自己開過獵頭公司，在全球38個(gè)國家開過培訓(xùn)課程。這樣的經(jīng)歷，使他在關(guān)于獵頭公司的見解上既有深度也有廣度。
在他看來，“盡管中國的獵頭公司市場有其與眾不同的特點(diǎn)，但它們也存在著共性”。本期《大獵論道》，Tony分享給我們?nèi)蜻m用的“成功獵頭公司生意的八大特質(zhì)”。
—— Charles 陳勇 （FMC 創(chuàng)始人，《大獵論道》第一任主編）
I have spent more than 30 years in recruitment and recruitment consultancy and training and have worked with many of the worlds' most respected recruitment companies in 38 countries where I work with a diverse portfolio of leaders and business owners in recruitment - across markets and sectors - to help them grow their businesses through learning and development.
我在獵頭公司以及與獵頭公司咨詢培訓(xùn)相關(guān)的領(lǐng)域有超過30年的工作經(jīng)驗(yàn)，在此期間，我曾與享譽(yù)全球的獵頭公司的管理層及老板們共事過，他們來自于38個(gè)國家中的不同市場與行業(yè)領(lǐng)域，我通過培訓(xùn)與發(fā)展規(guī)劃，幫助他們實(shí)現(xiàn)業(yè)務(wù)的增長。
Additionally，I was worked in Michael Page when I joined in recruitment industry. In 1996 I founded my own recruitment company which was a multi-award winning office of the MRI International network.
補(bǔ)充一點(diǎn)，我邁入獵頭公司職業(yè)生涯的第一步，是加入了Michael Page（米高蒲志）公司。在1996年，我成立了自己的獵頭公司，作為MRI的加盟公司之一，曾經(jīng)榮獲多個(gè)獎項(xiàng)。
The international recruitment market,has been facing up to threats and challenges from all quarters ; the Western economies have been suffering from a prolonged period of negative economic growth which has led to the development of internal recruitment teams, RPO and BPO, increased downward fee pressure and more competition for fewer roles. Additional challenges have been presented by client's use of sophisticated Applicant Tracking Software and the growth of LinkedIn.
目前，國際獵頭公司市場面臨著來自各方面的壓力和挑戰(zhàn)。西方經(jīng)濟(jì)正持續(xù)忍受著經(jīng)濟(jì)負(fù)增長之痛，這導(dǎo)致了內(nèi)部招聘團(tuán)隊(duì)的蓬勃發(fā)展，RPO（招聘流程外包）及BPO（業(yè)務(wù)流程外包）方式的出現(xiàn)，與日俱增的降低服務(wù)費(fèi)的壓力，更多競爭對手對更少職位委托的競逐。更嚴(yán)峻的挑戰(zhàn)還來自于，客戶對精準(zhǔn)的自動求職跟蹤系統(tǒng)的使用以及對LinkedIn的日趨依賴。
The Chinese recruitment market may be relatively immature, but it is fuelled by ambitious, competitive individuals, who, in my experience are hungry to learn from others success. However, despite a period of economic growth this is a very competitive landscape for recruiters who are increasingly facing the same threats as my international clients, but also an explosive growth in internal competition from new recruitment companies （c. 12,000 5 years ago to c. 20,000 today）。
中國招聘市場則可能相對稚嫩，但它正被一群充滿雄心壯志和競爭力的人推動著。以我的經(jīng)驗(yàn)來看，他們正如饑似渴的從他人的成功中學(xué)習(xí)。盡管中國經(jīng)濟(jì)處于長期增長中，但對于獵頭公司來說，這里卻是一片競爭非常激烈的沃壤。他們不僅要逐漸面臨我國外的獵頭公司客戶們同樣在應(yīng)對著的挑戰(zhàn)，還遭受到來自本土新興招聘服務(wù)公司爆炸性的增長所帶來的夾擊。（公司數(shù)量已從5年前的12000家一躍而至現(xiàn)在的20000家）
So, whilst the Chinese recruitment marketplace is truly unique it is also exactly the same!
所以，盡管中國的獵頭公司市場有其與眾不同的特點(diǎn)，但它們也存在著共性。
I've been lucky enough to work with and learn from exceptional organisations, high-performing recruitment consultants and some of the most inspired leaders in the recruitment industry. These types of organisations have enduring track records and demonstrate that no matter how challenging market conditions are there is ample opportunity for recruiters worldwide to build and grow successful recruitment organisations and remain more relevant than ever into the future.
我有幸曾與獵頭公司業(yè)界非常杰出的組織、高效的顧問及一些極富創(chuàng)造力的領(lǐng)導(dǎo)者們共事并向他們學(xué)習(xí)。這類組織用持續(xù)保持的業(yè)績記錄，展示出無論市場條件多么的充滿挑戰(zhàn)，對于世界各地的獵頭公司而言，仍然有足夠的機(jī)會去建立及發(fā)展成功的獵頭公司組織。在未來，讓他們致勝的這種能力將會更加得以凸顯。
How are these truly unique businesses also exactly the same? I've identified eight traits that enduring and successful recruitment individuals and organisations seem to share, they are:
那么，這類非常獨(dú)特的獵頭公司有哪些共同的特質(zhì)呢？從他們的身上，我辨識出了八種特質(zhì)：
（一） SUPER BRAND 超凡的品牌
（二） SCIENTIFIC & SYSTEMATIC 科學(xué)性和系統(tǒng)性
（三） SPECIALIST 專注
（四） SALES FIRST 銷售優(yōu)先
（五） SELECTIVE 精于挑選
（六） SUCCESSION PLAN 接班人計(jì)劃
（七） SMART 聰明
（八） SIMPLE 簡潔
（一）SUPER BRAND 超凡的品牌
The most successful recruitment businesses, large and small, have a strong sense of self – an enduring Vision which is articulated up and down the organisation and underpinned by a set of values that drive the culture and behaviour of the organisation.
無論規(guī)模大還是小，最成功的獵頭公司都具有強(qiáng)烈的自我意識 —— 一種持久的愿景，這種愿景從上至下串聯(lián)著整個(gè)組織， 以一整套的價(jià)值觀作為基石，驅(qū)動著組織的文化和行為。
Businesses that focus on building a Super Brand know that you don't necessarily have to be world sized to be world class, but you do have to have a big Vision and a clear sense of who you are and what you stand for.
那些專注于建立超凡品牌的企業(yè)，知道自己不是要打造成為全球規(guī)模或世界一流水平，而是確實(shí)懷有一個(gè)宏大的愿景，以及一個(gè)清晰的自我認(rèn)知：我是誰？我能做到什么？
Set the vision and communicate it over and over again – internally and externally – the best recruiters and recruitment businesses leave their clients and candidates in no doubt as to their differentiators （what makes us different? what makes us better?） and their Value Add.
設(shè)定愿景，并在企業(yè)內(nèi)部與外部不厭其煩的去傳播，最好的獵頭和獵頭公司能夠讓他們的客戶和候選人準(zhǔn)確的說出他們的獨(dú)特之處及附加值所在。（是什么讓我們與眾不同？是什么讓我們超越同行？）
（二）SCIENTIFIC & SYSTEMATIC 科學(xué)性和系統(tǒng)性
The most successful recruitment organisations leave nothing to chance. They recognise that a well structured, robust, and systematic approach to the recruitment process is the way to deliver professional and consistent results to Clients, Candidates and Consultants.
最成功的獵頭公司從不依靠運(yùn)氣。他們意識到一個(gè)結(jié)構(gòu)良好的、穩(wěn)健并且系統(tǒng)性的招聘流程，能為客戶、候選人及顧問帶來專業(yè)且持續(xù)穩(wěn)定的結(jié)果。
World class recruitment companies adopt robust and scientific processes in every aspect of the business:
世界頂級的獵頭公司會將穩(wěn)健、科學(xué)的流程應(yīng)用于方方面面：
Recruitment Process : formalising a step by step methodology that delivers results over and over again.
招聘流程：標(biāo)準(zhǔn)化一套環(huán)環(huán)相扣的方法，不斷的持續(xù)產(chǎn)出業(yè)績。
Hiring &Retention : potential consultants are interviewed in the same way every time , from first contact to Induction and On-boarding.
招入與留用：確保以相同的方式對有潛質(zhì)的顧問們進(jìn)行面試、第一通電話的溝通、入職指引到上班。
Technology: best practice in the place of technology is embedded into the recruitment process , but supports rather than drives the recruiters.
科技：對科技最好的應(yīng)用方法，就是將它作為一種輔助工具植入到招聘流程中，但不要反客為主。
Training: Consultants benefit from a formalised induction and ongoing trainingprogramme – ensuring early success and long term retention.
培訓(xùn)：將入職培訓(xùn)及在職培訓(xùn)體系規(guī)范化，這樣能使顧問們獲益良多——確保他們能盡早成功并持續(xù)這種狀態(tài)。
Measuring Success: Easily measureable Key Performance Indicators are the cornerstone of all top recruitment businesses where they are thought of as 'Success Ratios' versus policing tool. Activity against KPIs is recognised, but commission, rewards and remuneration packages are not tied to this.
量化成功：各種容易衡量的KPI（關(guān)鍵績效指標(biāo)，以下用KPI表示）是所有頂級獵頭公司的基石，他們被視作是“成功率”及管理工具。鼓勵(lì)他們針對KPI開展工作，但傭金、獎勵(lì)和薪酬待遇不能僅僅與KPI掛鉤。
（三）SPECIALIST 專注
In the last few years in the West the growth of LinkedIn in combination with tough trading conditions accelerated the drive for cost savings and the proliferation of internal recruitment teams, RPO and BPO. In difficult market conditions this shake-up has hit the low cost, high volume recruiters the hardest; typically these recruiters have been dependent on technology to provide leads and candidates and they are now competing on speed of clicks with an army of recruiters working on even lower margins.
在西方，過去幾年來，隨著LinkedIn的發(fā)展加之貿(mào)易環(huán)境的艱難，加速了對壓縮成本的驅(qū)動，催生了內(nèi)部招聘團(tuán)隊(duì)、 RPO以及BPO模式。在艱難的市場條件下，這些沖擊讓那些做“低成本大批量”模式的獵頭公司雪上加霜，通常這類獵頭公司依賴于用科技提供招聘方向與候選人，而現(xiàn)在，他們則需要與來自利潤率更低的同樣依靠“網(wǎng)絡(luò)+鼠標(biāo)”的獵頭公司大軍比賽速度。
Clients, and in particular, their Line Managers are waking up to the fact that whilst 'click' recruitment methods may fill the easy positions, for time sensitive, leadership and specialist roles these methods simply do not work.
客戶，尤其是用人部門的經(jīng)理們，逐漸意識到一個(gè)事實(shí)：用“網(wǎng)絡(luò)+鼠標(biāo)”的招聘渠道可以找到一些簡單的職位，但如果是那些時(shí)間緊急的、管理層級的，以及專業(yè)性強(qiáng)的職位，這種方式則不管用。
Add in the additional pressures of an economic recovery and a return to “he War for Talent” where candidates with specialist and desirable skills are in high demand and short supply - and this creates an ideal environment for those recruitment businesses , no matter what size, who are niche and specialist.
經(jīng)濟(jì)復(fù)蘇及回暖也為“人才爭奪戰(zhàn)”帶來了額外的壓力，導(dǎo)致有專長及市場所需能力的候選人供不應(yīng)求，這為那些有專注行業(yè)和細(xì)分市場的獵頭公司，無論規(guī)模大還是小，創(chuàng)造了理想的發(fā)展環(huán)境。
This is as true here in China as it is in more mature recruitment environments, one of the greatest inhibitors of continued growth will be access to skilled and highly qualified candidates.
中國市場已經(jīng)具備了更為成熟的獵頭公司環(huán)境，阻礙其發(fā)展的最大因素之一，是如何找到具備技能熟練與高素質(zhì)的候選人。
No matter what the competitive landscape there will always be a place for specialist recruitment expertise, what we used to call the'bricks' recruiters, those organisations who have a more highly trained work force with a well developed tool kit of'old fashioned'recruitment expertise, who are knowledge workers and who work the 10 – 15% of positions that will never be filled by the low cost, mass market providers.
無論在怎樣的競爭環(huán)境下，總能有專注某個(gè)領(lǐng)域的獵頭公司的位置，我們習(xí)慣稱他們?yōu)椤芭膊蛔叩拇u頭”。如果獵頭公司擁有那些：訓(xùn)練有素的、掌握著“過時(shí)”的招聘技能的獵頭公司，知識型員工，以及能將10~15%的時(shí)間投入到職位找尋上的獵頭公司們，他們將永遠(yuǎn)不會被那些低成本的大量供應(yīng)商所取代。
（四）SALES FIRST 銷售第一
Market leaders in recruitment here and internationally are those businesses that are single minded about business development – making sales their first priority every day. These are organisations where a sales culture is a source of pride, and where business development activity is never allowed to drop below 50% of commercial time.
中國和境外的獵頭公司市場領(lǐng)導(dǎo)者，都是那些一心只想著拓展業(yè)務(wù)的公司——銷售是每天工作的首要任務(wù)。在這些組織里，銷售文化被引以為傲，客戶的開發(fā)工作不得低于每日工作用時(shí)的一半。
In China and elsewhere I have seen too many businesses that are bottom heavy, where recruiters with a business development or even a 360 degree skill set are in the minority and as a result the business is dependent on too few accounts. This poses a massive （potentially fatal） risk to that business when markets slow or a key client has a hiring freeze.
在中國和其他地方，我看過了太多本末倒置的獵頭公司，那些具有客戶開發(fā)能力的顧問甚或360度顧問只占非常少數(shù)，這導(dǎo)致了業(yè)績產(chǎn)出只能依賴極少的客戶。這為生意帶來了極大的（甚至可能是致命的）風(fēng)險(xiǎn)，尤其在市場發(fā)展放緩或手頭的大客戶招聘凍結(jié)的時(shí)候。
In China I have witnessed manybusiness leaders reluctant to push their consultants too hard, or train them to business develop fearing that they may leave because they don't like to be pushed to business develop or, worse, if they have 360 skills they may leave and take clients with them. Guess what? I've witnessed this same pattern wherever I have trained!
在中國我目睹了許多獵頭公司的領(lǐng)導(dǎo)不太敢對顧問們施加壓力，或者對如何開發(fā)客戶給予培訓(xùn)，害怕顧問們會因?yàn)楸槐浦_發(fā)客戶而離開，更糟糕的是，如果是360度顧問，他們還可能帶走客戶。你猜怎么著？我在所有我培訓(xùn)過的地方都目睹過類似的情形。
Leading recruitment businesses never reduce their emphasis on sales and new business development and when hiring consultants the number one criteria is a sales profile.Successful recruitment owners protect their businesses by ensuring they have a majority of 360 degree recruiters in their business, and by training and supporting those recruiters well.
領(lǐng)先的獵頭公司向來對銷售及客戶開發(fā)非常的重視，在他們聘用顧問時(shí)，第一個(gè)標(biāo)準(zhǔn)就是銷售背景。在成功的獵頭公司老板的團(tuán)隊(duì)中，絕大部分為360度顧問，公司還為他們提供良好的培訓(xùn)和支持，以此來確保生意的發(fā)展。
They also protect their businesses by ensuring that each client relationship is a business to business relationship rather than dependent on one individual. They meet each client, and establishtheir entire organisation as the solution by making the client aware of the resources, team and Super Brand that stand behind any one salesperson.
他們與客戶之間建立生意關(guān)系，而不是依賴于依靠個(gè)人建立的關(guān)系來維護(hù)生意。他們與每位客戶見面，構(gòu)建整個(gè)組織才是為客戶帶來解決方案的概念，讓客戶意識到這些都是與他們接觸的銷售人員背后的資源、團(tuán)隊(duì)及品牌帶來的。
（五）SELECTIVE 精于挑選
Because winning recruitment businesses are Sales First and are single-mindedly focussed on continuous business development they can afford to be extremely selective. These businesses and their recruiters do not spin their wheels or waste their time partnering with clients that don't respect their place in the process, or on poorly qualified or unrealistic Job orders.
由于成功的獵頭公司是“銷售第一”且心無旁騖的專注在持續(xù)的業(yè)務(wù)拓展上的，這樣他們就可以對客戶相對有選擇性的挑選。這 些公司及他們的獵頭公司人員不會對在招聘流程中不尊重他們的、資質(zhì)不佳的，或者對職位抱有不切實(shí)際的需求的客戶身上浪費(fèi)時(shí)間。
The best recruiters are selective about the candidate's they work with - only representing those who demonstrate mutual respect, are fully co-operative , realistic in their expectations and have skills and experience that are in demand in the marketplace.
最好的獵頭公司會挑選與他們合作的候選者——為那些能彼此尊重、完全配合、對未來的期望切合實(shí)際并且具有市場所需能力和經(jīng)驗(yàn)的候選人而代言。
They recognise that to be anything other than highly selective is a poor investment of their commercial time.
他們認(rèn)為如果不經(jīng)挑選等于在浪費(fèi)他們寶貴的時(shí)間。
Leading recruitment businesses are extremely selective in the people they hire, and are not afraid to remove toxicity, to fire those that don't support the Super Brand, are unable or unwilling to be Sales First or who don' t support their vision and goals.
領(lǐng)先的獵頭公司企業(yè)在招聘自己人時(shí)也很挑剔，敢于去除害群之馬，解雇那些不能支持公司品牌、不具備能力或不愿意把銷售放第一位、或不認(rèn)可他們愿景及目標(biāo)的人。
（六）SUCCESSION PLAN 接班人計(jì)劃
The best recruitment companies, large or small are those that recognise the development needs of their recruiters and that invest in training and development, - in particular investing in their next layer of leaders and supporting them with robust management systems.
最好的獵頭公司，無論規(guī)模大小，都能正視獵頭公司們的成長需求并且能投資于對他們的培訓(xùn)和發(fā)展上——尤其是投資于第二梯隊(duì)的領(lǐng)導(dǎo)上，并且以強(qiáng)有力的管理系統(tǒng)支持他們。
Here and at home, over and again, I see good recruiters 'promoted' to Team Leader without being giving adequate support with the transition – and, let's be clear, top recruiters don't always make the best managers!
無論在哪里，我總是能看到優(yōu)秀的獵頭公司被“晉升”成團(tuán)隊(duì)領(lǐng)導(dǎo)，卻沒有給到幫助他們順利過渡的足夠的支持——老實(shí)說，頂級獵頭公司通常不會是一名優(yōu)秀的管理者。
Identifying those individuals who can balance desk performance with management is not easy, but putting robust Scientific and Systematic processes that support replication of successful habits is very achievable and aids retention of good recruiters – the top businesses know this.
雖然難以識別出那些能同時(shí)平衡好業(yè)績與管理的人，但是借助健全的、科學(xué)而又系統(tǒng)化的流程來去復(fù)制成功的習(xí)慣卻是非常容易實(shí)現(xiàn)的，并且這有助于留住優(yōu)秀的顧問——頂級的獵頭公司都知道這一點(diǎn)。
（七）SMART 聰明
Smart recruitment businesses judge their success on profit not size, they understand that bigger is not necessarily best; they choose to work smart not hard, they have a clear vision, invest in their brand, their systems and above all else their people.
聰明的獵頭公司老板們通過利潤而不是規(guī)模作為成功的標(biāo)準(zhǔn)，他們懂得更大并不代表更好，他們選擇聰明的工作而不是埋頭苦干，他們有清晰的愿景，愿意投資在品牌與系統(tǒng)上，尤其愿意投資在人身上。
They put planning for success at the heart of the business, and empower their recruiters to be focussed in their daily activity by building a super brand, being scientific and systematic in their operations. They know that being specialist knowledge workers who put sales first allows them to be commercially selective -which all adds up to working Smart!
他們將追求成功的計(jì)劃作為生意的核心，授意獵頭公司們在日常的工作中專注于建立超凡的品牌，更科學(xué)以及系統(tǒng)的進(jìn)行業(yè)務(wù)操作。他們知道那些把銷售放第一位、擁有專業(yè)知識的員工而且在工作上懂得如何“挑剔”的員工，能更聰明的工作。
（八）SIMPLE 簡單
The most successful recruitment companies in the world are those that are relentlessly, elegantly Simple.
世界上最成功的獵頭公司企業(yè)是那些簡單得無情又優(yōu)雅的企業(yè)。
These are organisations and individuals that apply the principles above to create businesses that are Simple:streamlined and business fit, able to adapt and respond to market conditions , avoid distractions and focus on success.
這些被成功的獵頭公司公司和從業(yè)人員應(yīng)用著的原則非常簡單：菱形架構(gòu)的，能隨時(shí)根據(jù)市場環(huán)境作出反應(yīng)的，全副精力專注于成功 。
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