It’s not easy to match client demand with the right service providers in the executive search world, much like it’s difficult to match the right talent to a specific role.
For many genuine executive search firms, selling headhunting services simply to anyone seeking to hire is rarely effective. There are two main reasons for the failure. First, the output of this service is not a tangible product that immediately captures clients’ attention. Instead, its perceived value is created throughout the collaboration process. Second, hiring a headhunter is not the only option for employers looking to complete their recruitment tasks.
One thing we can’t overlook, as many people already recognize in daily life, is that without mutual trust, value-creating cooperation will never begin. It’s even more so in the high-end recruiting service field. What’s more, trust will never be established without long-term interaction between people. However, there is one exception: Endorsement from a close friend or someone else people already trust.
The selection of external recruitment agencies is mainly handled by HR personnel. Due to the non-exclusive model in the current executive search market, choosing a service provider becomes a non-critical decision that might not lead to pivotal consequences for an organization. Therefore, this task is usually assigned to junior HR staff in large companies.
Thus, the criteria that matter most to HR tend to focus on the size of the agency’s office, the number of its consultants, and the scale of its talent pool. Obviously, these factors do not reflect a headhunting firm’s true competence or ability to source and acquire high quality talents for its clients.
In view of this fact, outstanding headhunters often fail to stand out during companies’ vendor selection process. The question now is: How to establish a genuine, trust-based business partnership with target clients?
One approach that makes sense in this special business service arena is to establish and maintain relationships with a wide range of people. This can be a long-term, effective strategy for securing future business as a headhunter. Meeting and communicating with various contacts should also be part of a headhunting consultant’s daily routine.
Establishing and maintaining a broad network of connections with working professionals, regardless of whether they have current recruitment needs or are considering a job change. Simply meet with them, talk with them, and share your insights and knowledge about careers and the industry job market. Centainly they will be interested in hearing and discussing these topics, and they will recognize the valuable industry insights that you possess. As you know, the roles of candidate and client can sometimes shift over time. A trusted headhunter will surely be given priority consideration whenever recruitment needs eventually arise someday.
A fundamental principle in business holds that sales secures immediate customers while marketing nurtures future business. Business development in the executive search industry relies less on direct sales and more on effective marketing initiatives. Customer awareness within a targeted niche market is crucial for sustainable business growth. In practice, proactively building connections helps maintain your visibility and identity within the talent acquisition and job-seeking ecosystem. An active online and offline presence demonstrates you are constantly striving to improve and excel in your field.
There is one further point I would like to emphasize here. A truth often overlooked is that headhunting exists only to solve critical hiring needs. That means routine recruitment demands are not the target of such service. In fact, headhunters often provide limited value for non-critical assignments relative to their high service fees. HR can fill such openings effectively through existing recruitment systems without the help of external agencies. It is therefore crucial to identify your genuine target clients to cooperate with rather than indiscriminately approaching every HR with hiring needs.
In our experience, large, well-structured, and mature businesses tend to have less demand for headhunting services. By contrast, samll business, startups, and companies undergoing transformation are more likely to generate realistic headhunting needs. Keeping this in mind will help you to avoid detours.