| 摘要(英) |
Job referral business began in Europe in the 15th century. The purpose is to help the unemployed minority, or to fulfill certain market demand for human resources. In the early 19th century, the economy recovery in America supported the prosperity of job referral business. At this time job referral mainly served as a medium for referring jobs – ie: finding jobs for work seekers.
In the early 1970's, there were two changes in job referral business. One is the payers shifted from job applicants to head recruiters. Its operation style also changed from a job referral agency to two new forms: one is retainer head hunting service, with down payment, and the other is contingency service.
Therefore, this paper intends to study the following questions: 1.With different types of head hunting operations and service charge standards, what are the different jobs and talents development strategies? 2. With different types of head hunting operations and service charge standards, what are the different interview and selection processes? 3. After an applicant reports to the job, what's the after-service role of a head hunter? 4. What is the operational difference between local head hunters and the foreign ones?
Although the study only interviewed four companies, these companies are carefully selected to represent a complete scope of the market. The conclusion of our study is as follows:
1. Foreign invested head hunters are easier to get retainer contracts.
2. Local head hunters mostly rely on the company owners to develop job market. Foreign invested companies leverage the operational system to do the same job.
3. High-level head hunters use telephone calls to source head list.
4. High-level head hunters evaluate talents mostly based on credit check and structured interview.
5. High-level head hunters have to pay for their service warranty.
Finally, this paper practically provides three suggestions for effectively running a head hunting business: 1.The establishment of a standard operation system. 2. The emphasis of internal employee training and development. 3. The establishment of company ethics and professional behavior guidelines. |
| 參考文獻 |
參考文獻
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