Headhunting is a term that still rises more than a few eyebrows in boardrooms and offices throughout Asia. The two words "head" and "hunting" conjure up images of savagery and aggression, distrust and enigma. However, one thinks of the concept of headhunting either in the literal sense or more appropriately to the professional reference.

 

There is much to gain from dispelling myths in order to fulfill two vital needs: saving of time and money and turning into a high profit. In order for the first two needs to be filled, there must be a highly talented individuals who is capable of taking on these responsibilities.

Executive Search is the term more corporate managers are familiar with. Whatever the word, the objective is: to find the best candidate for an executive positions as specified by the qualifications of the job and the expectations of the company. In the past, Asian companies did not have little reason to believe in some of the services the firms offered, nor did they understand how the recruiters search for candidates.

Instead, they relied on their own connections or resorted to advertisement to look for someone to fill a senior management vacancy. Now, with so many foreign companies bringing overseas expertise to Asian region, local companies have to keep up by buying this talent from their competitors. This is one of the benefits of using a headhunter.

Local companies need to hire experienced and same token overseas companies requires local expertise in order to compete in an Asian business environment.

The incredible expansion of local and multi national companies into various regions of the Asia-Pacific also demands a cache of skilled managers who have worked outside of their native countries.There is a short age of talent for positions that need overseas experience coupled with local knowledge of the business community and the culture within that structure.

Western- only expertise is not only expensive but lack of the experience in understanding of the local environment. A senior executive from a Western country such as the United States must relocate to Asia first, then adapt to the surrounding environment and culture, and eventually pick up experience and nuances of Asian economy.

The difficulty in finding these people within the local region in the first place derives from the fact companies here operate in an unstructured environment, with achievements and accolades attained strictly from experienced and observation, while in the United States and other Western countries executives perform by the book.

Headhunters can perform this arduous task of finding scarce talented candidates from their own established database while they use their search methods to tap into the availability for qualified people. Using search firm is an investment in improving the quality, timing and proximity of your managerial horse power.

The fees that headhunters charge may seem expensive at first. However, the economic benefits add up quite quickly as the company saves money by not needing to put advertisement in the newspaper, personnel resources who would otherwise be screening and interviewing candidates, and time and resources in researching the qualifications of these individuals, while a headhunter can find someone who can triple those returns

The added benefit of confidentiality should be a careful consideration, as most companies want to keep their future goals and plans for expansion from competitor. Nor do they wish to reveal the qualifications and responsibilities for their senior level executive.
"A successful headhunter in Asia must put sensitivities and needs of their clients first and foremost. He or She must put his/herself in the driver's seat of a managing director on a company to project how this person would benefit the organization. A successful recruiter will thoroughly analyze the market direction in which their clients are dealing, as well as knowing how to find potential candidates."