The profession of headhunter is undoubtedly one of the most exciting and demanding professions. As a headhunter, you are a crucial intermediary between highly qualified professionals and renowned companies. This blog article takes a look at the exciting career of a headhunter, their tasks, and the opportunities this profession offers. You will also gain insights into how you can embark on a successful career as a headhunter with Senator Executive Search Partners.
The world of a headhunter
A headhunter is essentially a talent scout who specializes in finding and recruiting the best professionals for leading companies. The headhunting profession requires a deep understanding of the industries in which one works, as well as excellent networking, communication skills, and empathy.
The duties of a headhunter
The tasks of a headhunter are varied and demanding:
Talent identification: A headhunter must have the ability to identify potential candidates who meet a company's requirements. This requires extensive industry knowledge and a keen eye for talent.
Networking: Relationships are a headhunter's capital. A strong network of professionals and companies is crucial to success.
Approaching candidates: Headhunters conduct interviews with potential candidates to spark their interest in new career opportunities and convince them to make a change.
Preselection: Once potential candidates have been identified and contacted, it is the headhunter's job to select the most promising ones and introduce them to the client.
Career opportunities in the profession of headhunting
The profession of headhunter offers a wide range of career opportunities:
Independence: Many headhunters decide to start their own recruitment agency and work independently. This allows them a high degree of flexibility.
Specialization: A headhunter specializes in specific industries and/or functions, such as medical technology, finance, or corporate management.
Earning potential: The headhunter profession offers attractive earning potential. Successful headhunters can earn high commissions.
Senator Executive Search Partners: Training to become a headhunter
If you aspire to become a headhunter, thorough training is essential. Senator Executive Search Partners is a reputable recruitment consultancy that offers first-class training to become a recruitment consultant or headhunter. This training will equip you with the necessary expertise, skills, and network to succeed in this demanding industry.
Training at Senator Executive Search Partners covers a wide range of topics, including acquisition, candidate search, databases, aptitude diagnostics, and corporate management. You will benefit from the agency's many years of experience and expertise and have the opportunity to learn from an established network.
Conclusion: The headhunter profession is demanding but extremely rewarding. With the right training and commitment, you can get off to a successful start in this exciting industry. Senator Executive Search Partners offers you the best conditions for starting your career as a headhunter. Embark on the path to success and professional fulfillment in the field of personnel consulting.
In today's job market, which is characterized by a constant demand for talent, the role of a headhunter or recruitment consultant is becoming increasingly important. This profession not only offers a fulfilling career, but also the opportunity to work independently. Senator Executive Search Partners, a reputable recruitment consultancy, offers comprehensive recruitment consultant training. This paves the way for you to become a successful independent headhunter.
Why become an independent headhunter?
Before we take a closer look at Senator Executive Search Partners' personnel consultant training program, let's take a look at the advantages of being a self-employed headhunter.
Career opportunities: With your many years of experience and expert knowledge in a specific industry, whether in information technology, pharmaceuticals, or another field, you will have unique opportunities as a headhunter.
Earning potential: The headhunter profession offers extremely attractive earning potential. By placing highly qualified professionals with successful companies, you have the opportunity to significantly increase your income.
Independence: As an independent headhunter, you have control over your working hours and your clients. You can run your business according to your own ideas and work flexibly.
Recruitment consultant training at Senator Executive Search Partners
Senator Executive Search Partners is renowned for its expertise in the field of personnel consulting and headhunting. The company offers first-class training that prepares aspiring headhunters and personnel consultants for the demands of the profession.
Expertise and know-how: Senator Executive Search Partners provides you with the necessary expertise in personnel consulting, including best practices for identifying talent, conducting interviews, and placing skilled workers in suitable positions.
Network and resources: As a personnel consultant, you benefit from an extensive database and proven, useful tools. The training and subsequent partnership offer you the opportunity to benefit from this network and make valuable contacts.
Support for self-employment: Senator Executive Search Partners supports aspiring headhunters on their path to self-employment. The training helps you to set up your own business and run it successfully.
Ongoing support: Even after completing your training, Senator Executive Search Partners will continue to be there for you with advice and assistance. You can count on the company's support and expertise to advance your career.
Conclusion
Being a self-employed headhunter not only offers financial benefits, but also the opportunity to build a fulfilling career in the executive search industry. The executive search training program at Senator Executive Search Partners is the key to entering this exciting professional world. With their expertise, network, and support, you will be well equipped to successfully launch your career as a self-employed headhunter and match talent with the right companies. If you dream of starting your own recruitment consulting business, Senator Executive Search Partners is the ideal partner to turn your ambitions into reality.
Legal requirements must be observed when developing and introducing codes of conduct.
1. Introduction
When entering markets in developing and emerging countries, considerations of corporate responsibility are becoming increasingly relevant. In many host countries, companies are often confronted with unfamiliar realities: foreign cultural norms, legal uncertainty, volatile political conditions, unpredictable administrative bodies, or irresponsible treatment of the environment, corruption, and violations of internationally recognized labor standards and human rights.
The company must actively address these conditions, as it is expected to apply the high standards of responsible business practices that are customary in its home country within its sphere of influence (suppliers, employees, locations, etc.) as well as in the countries where it sources, produces, and exports.
A well-established tool for avoiding potential interference from stakeholders in a company's sphere of influence is the code of conduct. With a customized code of conduct, a company establishes specific guidelines for action to comply with its core ethical and moral obligations. This instrument has a regulatory (suppliers) and communicative (stakeholders) component and, through practical development and credible implementation, can make a major contribution to the credibility of the company.
2. Reasons for introducing codes of conduct
On the one hand, the reasons for introducing a code of conduct lie in the aforementioned risks, which originate from the internationalization of companies and increasing globalization. On the other hand, the reasons result from dependencies such as the US Sarbanes Oxley Act. This requires listed companies in the US to ensure that misconduct in the areas of accounting and banking, as well as white-collar crime – which covers a wide range of possible offences – is detected and eliminated as quickly as possible. German companies are subject to the obligations of the Sarbanes Oxley Act if their parent company is listed on the US stock exchange.
The measures required to comply with the Sarbanes Oxley Act are implemented in the form of codes of conduct within companies. Specific behavioral guidelines are intended to reduce or minimize the liability risks for companies.
In Germany, there is a growing trend for companies that are not listed on the stock exchange and do not have a listed parent company to commit to introducing codes of conduct and setting up reporting systems for regulatory violations. There are many different reasons for this form of voluntary commitment – from planning an IPO to the realization that a code of conduct is a modern instrument of corporate governance that is expected by stakeholders.
3. Objectives and content of codes of conduct
The objectives of codes of conduct are largely comparable, while their content can vary greatly from company to company.
The main objective—although often formulated in very different ways—is to minimize liability risks by specifying concrete rules of conduct. These usually relate to different organizational units (e.g., sales, human resources, etc.) as well as different processes. In a sense, the company "transfers" the risks arising from misconduct to the individuals involved, thereby claiming a possibility of exculpation. The fact that this is only relative in nature is ultimately demonstrated by the fact that it is usually the company and not the individual employee who is pilloried in the media – with the exception of members of the board of directors or management.
The content, on the other hand, usually varies greatly: some companies limit themselves to briefly and concisely obliging their employees to comply with applicable laws and internal instructions and to report violations. However, most companies' codes of conduct contain a large number of specific, situation-related rules of conduct that, taken together, go far beyond what is required by the Sarbanes-Oxley Act. Here are a few examples:
confidentiality obligations
Acceptance of gifts
Prohibition of alcohol, drugs, and intoxicating medications
Use of company facilities (telephone, machines, vehicles)
Non-acceptance of child labor
Violations of environmental protection
Employment of family members at competitors
The establishment of rules of conduct is also accompanied by sanctions that are imposed in the event of violations of the rules of conduct. These range from simple disciplinary measures to termination without notice and criminal charges.
Another component of codes of conduct are so-called "reporting systems" (English: whistleblowing systems), through which violations are reported. These are usually hotlines or special email addresses—anonymity and discretion are basic requirements without which such a reporting system would hardly work in practice (who wants to be seen as a "snitch," even if they are obliged to report violations under the code of conduct?
If we compare the development of codes of conduct in the US and Germany, the high number of specific rules of conduct in US codes of conduct can be explained historically by the fact that labor law in the US is much less regulated than in Germany. However, even in Germany, there is sometimes a pronounced "regulatory frenzy" on the part of those responsible for compliance, even though many of the regulated issues have been legally assessed both in substantive labor law and in labor law case law, which has been developed over decades.
Eckart Achauer, studied law and business administration, postgraduate studies leading to a Master of Business Administration (MBA). In-service training as a European Quality Manager (DGQ), mediator specializing in business mediation, and Certified Compliance Manager (TÜV).
He worked for around 10 years in the international insurance industry in various management positions at a Swiss insurance group (claims department, sales, assistance) before moving into management and business consulting in 1997.
As a consultant and managing director of various consulting firms, Mr. Achauer has specialized in organizational and process optimization as well as the development and implementation of management systems—quality management, risk and compliance management.
At Senator Executive Search Partners, Mr. Achauer is responsible for compliance management. As part of compliance audits, he analyzes their organizational "compliance fitness," raises awareness and trains management, executives, and employees, and supports companies in setting up and implementing individual compliance management systems. In doing so, he always takes into account the specific risk situation of the companies. Thanks to his many years of experience as a manager and consultant, he is very familiar with the practical challenges of business.
"At first, everything proceeded very correctly and formally. The longer the negotiations went on,
and the deeper it went into the details, the more it felt like being at a bazaar. People literally haggled over details for hours on end." That was the experience of the chief negotiator for a German automotive supplier.
Chinese negotiators have immense stamina when it comes to clarifying details that are important to them. They expect the same from their negotiating partners. The phases of negotiation in which concessions are made take a long time. Remain as tenacious as your counterpart, but at the same time maintain a positive atmosphere. Concessions should always be discussed in terms of balance and win-win situations. Don't forget reciprocity ("if..., then...") as a basis and link a demand from the other side with a demand of your own.
Work in Progress: The Contract
In China, it is quite common to modify agreements once they have been made in the next round of negotiations. There is not always a sense of "contractual consistency" or an obligation to adhere to agreements that have been concluded. For this reason, all negotiation results should be recorded in detail in writing, regardless of whether the agreement has been reached in part or in full. Verbal commitments usually do not last long.
At the start of negotiations, it is advisable to clarify the powers of the other party. Are they authorized to conclude a deal, or should they first gather information and test the waters so that another employee can conclude a binding agreement in the next round of negotiations? Since China is a socialist country, trade is usually conducted by state-owned enterprises or government agencies. With a few exceptions, such as rental agreements, the drafting of contracts is relatively free. Certain regulations are specified, but experience has shown that these can be fulfilled with "pro forma content." For domestic transactions, it should be borne in mind that a corresponding contract law has only been in existence for a few years and that the issuance of licenses, which are required for many transactions, can take a long time.
Complex legal situation
In China, lawyers play an important role for foreign business partners. Lawyers serve not only as legal advisors, but often also as interpreters. When considering hiring a lawyer, the question arises as to whether to choose a Chinese lawyer or a foreign lawyer working for an international firm in China. Whichever option you choose, there are still pitfalls: on the one hand, a Chinese lawyer loses their license to practice law in China if they join an international law firm in China.
On the other hand, a lawyer licensed abroad is not authorized to provide expert opinions on Chinese law. The best choice is a lawyer from an international law firm who understands the Chinese mentality and is not dependent on the government. International law firms often employ Chinese lawyers who have studied abroad. They are familiar with both Western and Chinese ways of thinking. Much of what is considered standard negotiating practice in Germany must be set down in writing in China. As mentioned, the Chinese treat contracts like laws: they are worded vaguely so that there is room for different interpretations. According to the Chinese view, this type of contract conclusion encompasses the "human side," and the "legalistic approach" of Western managers is often met with incomprehension.
When it comes to the Chinese sense of justice, choosing the right lawyer pays off just as much as imagination in marketing and negotiation. Example: When we talk about brand piracy, the Chinese tend to focus more on the attractiveness of the product, and any imitations are seen as a mark of distinction for the original.
This situation can be overcome, as the example of Coca Cola shows: before production began, the company launched a wide-ranging media campaign. It explained to citizens what a registered trademark is, what the Coca Cola brand stands for, that its purpose is to ensure quality, and that imitations are illegal and inferior. Such campaigns pay off: despite concrete trademark piracy in China, Coca Cola is very successfully positioned on the market there.
The second form of working time is part-time work. In this case, employees regularly work shorter hours than comparable full-time employees. Women with children in particular benefit from part-time work. There are just under 9 million people in part-time jobs. Almost 80% of them are female.
A current topic is the decision on the law introducing so-called bridge part-time work. Employees who agree to work part-time after January 1, 2019, are affected by this regulation.
However, the right to bridge part-time work only applies to companies with more than 45 employees. Only then can a temporary part-time phase of between one and five years be applied for. However, almost 15 million people already work in companies with fewer than 45 employees. The new regulation does not apply to this group at all.
Employees who work for companies with up to 200 employees are also affected by a special rule. Only one in every 15 employees must be granted the right to bridge part-time work.
The new law on bridge part-time work is therefore not applicable to all employees. And the "part-time trap" remains in place for most people. Although bridge part-time work is well-intentioned, the law was watered down too much during negotiations.
It is clear that there are always new ideas and laws relating to working hours. However, it always takes time for these to be implemented.
After completing his studies in automotive engineering and industrial engineering, he began his professional career in the automotive industry in the areas of sales, development, and marketing, and also spent a year in Japan with one of the largest automotive suppliers.
He then moved to a world-renowned premium car manufacturer, where he was responsible for product marketing for Japan and South America as well as marketing strategy for North and South America.
In 1994, he decided to become self-employed and founded a personnel consulting firm in Munich, where he has been driving development and expansion for over 20 years. As managing director, his industry focus is naturally on the automotive world as well as mechanical and plant engineering.
His doctorate in the field of aptitude diagnostics ideally complements his areas of expertise, particularly in relation to human resources and management consulting. His dissertation deals with the identification and verification of typical personality traits of engineers and the definition of areas of development for a successful career.
These are scientifically derived and presented in the book "Eignungsdiagnostik im Praxiseinsatz" (Aptitude Diagnostics in Practical Use).
At the same time, he focuses on establishing networks and cooperation models as well as the continuous development of systems and processes in HR consulting.
Over the past 20 years in HR consulting, he has developed several brands that continue to operate successfully on the market today.
