The role of a headhunter is undoubtedly one of the most exciting and challenging professions. As a headhunter, you act as a key intermediary between highly qualified professionals and prestigious companies. This blog post takes a look at the exciting career of a headhunter, their responsibilities and the opportunities this profession offers. You’ll also gain insights into how you can embark on a career as a successful headhunter with Senator Executive Search Partners.
The World of a Headhunter
A headhunter is essentially a talent recruiter who specialises in finding and attracting the best professionals for leading companies. The role of a headhunter requires a deep understanding of the sectors in which one works, as well as excellent networks, communication skills and empathy.
The role of a headhunter
The role of a headhunter is varied and demanding:
Talent identification: A headhunter must be able to identify potential candidates who meet a company’s requirements. This requires extensive industry knowledge and a keen eye for talent.
Network setup: Relationships are a headhunter’s most valuable asset. A strong network of professionals and companies is crucial to success.
Address to candidates: Headhunters hold discussions with potential candidates to spark their interest in new career opportunities and persuade them to make a move.
Shortlist: 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 headhunting profession
A career as a headhunter offers a wide range of career opportunities:
Self-employment: Many headhunters choose to set up their own recruitment consultancy and work independently. This gives them a great deal of flexibility.
Specialisation: A headhunter specialises in specific sectors and/or roles, such as medical technology, finance or corporate management.
Earning potential: A career as a headhunter offers attractive earning potential. Successful headhunters can earn high commissions.
Senator Executive Search Partners: Training to become a headhunter
If you are aiming to become a headhunter, a solid training programme is essential. Senator Executive Search Partners is a prestigious recruitment consultancy that offers a first-class training programme to become a recruitment consultant or headhunter. This training programme will equip you with the necessary specialist knowledge, skills and network to succeed in this demanding industry.
The training programme at Senator Executive Search Partners covers a wide range of topics, including client acquisition, candidate sourcing, database management, aptitude testing and business 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 role of a headhunter is demanding but extremely rewarding. With the right training and commitment, you can get your career off to a successful start in this exciting industry. Senator Executive Search Partners offers you the best possible foundation for launching your career as a headhunter. Embark on the path to success and professional fulfilment in the field of executive search.
In today’s world of work, which is characterised 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 prestigious recruitment consultancy, offers a comprehensive recruitment consultant training programme. This paves the way for you to become a successful independent headhunter.
Why become a self-employed headhunter?
Before we take a closer look at the recruitment consultant training programme offered by Senator Executive Search Partners, let’s take a look at the benefits of working as a self-employed headhunter.
Career opportunities: With your many years of experience and your specialist knowledge in a specific sector – be it information technology, pharmaceuticals or another field – you’ll find that a whole range of unique opportunities open up for you as a headhunter.
Earning potential: The role of a headhunter is characterised by extremely attractive earning potential. By placing highly qualified professionals with successful companies, you have the opportunity to significantly increase your income.
Independence: As a self-employed headhunter, you are in control of your working hours and your clients. You can run your business as you see fit and work flexibly.
Recruitment Consultant Training at Senator Executive Search Partners
Senator Executive Search Partners is renowned for its expertise in the field of recruitment consultancy and executive search. The company offers a first-class training programme that prepares aspiring executive search consultants and recruitment consultants for the demands of the profession.
Expertise and know-how: Senator Executive Search Partners provides you with the necessary expertise in recruitment consultancy, including best practices for identifying talent, conducting interviews and placing professionals in suitable roles.
Network and resources: As a recruitment consultant, you’ll benefit from our extensive database and tried-and-tested, useful tools. The training programme and subsequent partnership offer you the opportunity to benefit from this network and forge valuable contacts.
Support for self-employment: Senator Executive Search Partners supports aspiring headhunters on their path to self-employment. The training programme helps you to set up and successfully run your own business.
Ongoing support: Even after you have completed your training, Senator Executive Search Partners will continue to be on hand to offer you advice and support. You can count on the company’s support and expertise to help you advance your career.
Conclusion
Working as a self-employed headhunter offers not only financial benefits, but also the opportunity to build a fulfilling career in the recruitment consultancy sector. The recruitment consultant training programme at Senator Executive Search Partners is the key to entering this exciting professional world. With their expertise, network and support, you’ll be well equipped to get off to a successful start as a self-employed headhunter and match talent with the right companies. If you dream of setting up your own recruitment consultancy, Senator Executive Search Partners is the ideal partner to help you turn your ambitions into reality.
Legal requirements must be taken into account when developing and implementing codes of conduct.
1. Introduction
As companies expand into developing and emerging markets, considerations regarding corporate social responsibility are becoming increasingly important. In many host countries, companies are frequently confronted with unfamiliar realities: foreign cultural norms, legal uncertainty, volatile political conditions, unpredictable administrative bodies, or indeed irresponsible treatment of the environment, corruption and the violation of internationally recognised labour standards and human rights.
The company must actively engage with these framework conditions, as it is expected to uphold the high standards of responsible business practices customary in its home country within its sphere of influence (suppliers, employees, locations, etc.) as well as in the countries where it sources, manufactures and exports goods, to apply the same high standards of responsible business practices that are customary in its home country.
A well-established tool for preventing potential adverse effects caused by stakeholders within a company’s sphere of influence is the so-called Code of Conduct. Through a bespoke Code of Conduct, a company sets out specific guidelines for action to ensure compliance with its core ethical and moral obligations. This tool has both a regulatory component (for suppliers) and a communicative component (for stakeholders) and, when developed in a practical manner and implemented credibly, can make a significant contribution to the company’s credibility.
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 stem from the internationalisation of companies and increasing globalisation. On the other hand, these reasons arise from regulatory requirements such as the US Sarbanes-Oxley Act. This Act requires listed companies in the US to ensure that misconduct in the areas of accounting, banking and white-collar crime – which covers a broad spectrum of potential offences – is detected and rectified as quickly as possible. German companies are subject to the obligations of the Sarbanes-Oxley Act if their parent company is listed on a stock exchange in the US.
The measures required to comply with the provisions of the Sarbanes-Oxley Act are implemented within companies in the form of codes of conduct. Specific guidelines on conduct are intended to reduce or minimise companies’ liability risks.
In Germany, there is a growing trend for companies – even those that are not themselves listed on the stock exchange or do not have a listed parent company – to commit to introducing codes of conduct or setting up reporting systems for breaches of the rules. There are a wide variety of reasons for this form of voluntary commitment – ranging from planning an initial public offering to the realisation that a code of conduct is a modern instrument of „corporate governance“ that stakeholders expect.
3. Objectives and content of codes of conduct
Whilst the objectives of codes of conduct are largely similar, their content can vary considerably from one company to another.
The primary objective – although often formulated in very different ways – is to minimise liability risks by setting out specific rules of conduct. These generally relate both to different organisational units (e.g. sales, human resources, etc.) and to different processes. In a sense, the company „shifts“ the risks arising from misconduct onto the individuals concerned, thereby availing itself of a means of exculpation. The fact that this is only of a relative nature is ultimately demonstrated by the fact that, in the media, it is usually the company and not the individual employee who is pilloried – with the exception of members of the executive board or senior management.
The content, on the other hand, generally varies considerably: some companies limit themselves to briefly and concisely requiring their employees to comply with applicable laws and internal guidelines and to report any breaches. In most companies, however, it can be observed that the Code of Conduct contains a large number of specific, situation-specific rules of conduct which, 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 medicines
Use of company facilities (telephone, machinery, vehicles)
Rejection of child labour
Breaches of environmental protection legislation
Employment of family members by competitors
The code of conduct is also accompanied by sanctions that are imposed in the event of breaches of the code. These range from simple disciplinary measures to summary dismissal and the filing of a criminal complaint.
Another key component of codes of conduct is what are known as „whistleblowing systems“, through which breaches are reported. These usually take the form of hotlines or dedicated email addresses – anonymity and discretion are fundamental requirements here, without which such a reporting system would hardly function in practice (after all, who would want to be seen as a „snitch“, even if they are obliged to report breaches under the Code of Conduct?).
When comparing the development of codes of conduct between the USA and Germany, the high number of specific rules of conduct in US codes of conduct can be explained historically by the fact that labour law in the USA is significantly less heavily regulated than we are accustomed to in Germany. However, even in Germany, there is occasionally a marked tendency amongst compliance officers to „over-regulate“, although many of the regulated circumstances are already covered by both substantive employment law and the case law on employment law, which has been evolving for decades.
Eckart Achauer studied law and business administration, followed by postgraduate studies leading to a Master of Business Administration (MBA). He undertook further professional development alongside his work to qualify as a European Quality Manager (DGQ), a mediator specialising in commercial mediation, and a Certified Compliance Manager (TÜV).
He spent around 10 years in the international insurance industry, holding various management positions within a Swiss insurance group (claims department, sales, assistance), before moving into management and business consultancy in 1997.
As a consultant and managing director of various consultancy firms, Mr Achauer has specialised in organisational and process optimisation, as well as in the development and implementation of management systems – quality management, risk management and compliance management.
At Senator Executive Search Partners, Mr Achauer is responsible for the Compliance Management division. As part of compliance audits, he analyses organisations„ “compliance fitness’, raises awareness and provides training for management, executives and staff, and supports companies in developing and implementing bespoke compliance management systems. In doing so, he always takes into account the specific risk profile of each company. Thanks to his many years’ experience as a manager and consultant, he is thoroughly familiar with the practical challenges faced by businesses.
„At first, everything proceeded in a very proper and formal manner. The longer the negotiations went on,
“The discussions dragged on, and the deeper we delved into the details, the more it felt like being at a bazaar. We literally spent hours haggling over the finer points," said the chief negotiator for a German automotive supplier.
Chinese negotiators have immense perseverance when it comes to clarifying details that are important to them. They expect the same from their negotiating partner. The stages of the negotiation in which concessions are made tend to be lengthy. Remain just as tenacious as your counterpart, whilst at the same time maintaining a positive atmosphere. Concessions should always be discussed with a view to balance and a win-win outcome. Do not forget to use 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 amend terms that have already been agreed upon during 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 outcomes of negotiations should be recorded in detail in writing, regardless of whether the agreement has been reached in part or in full. Verbal commitments do not usually last very long.
It is advisable to clarify the other party’s powers of attorney at the start of negotiations. Are they authorised to conclude a deal, or are they initially only there to gather information and sound out the situation, so that another member of staff can then conclude a binding agreement in the next round of negotiations? As China is a socialist country, trade is generally conducted through state-owned enterprises or government agencies. With a few exceptions, such as tenancy agreements, there is relatively little restriction on the drafting of contracts. Certain regulations are in place, but experience shows that these can be met with „pro forma“ provisions. For domestic transactions, it is worth bearing in mind that a relevant contract law has only been in place for a few years and that the issuing of licences, which are required for many transactions, can take quite some time.
Complex legal situation
In China, lawyers play an important role for foreign business partners. Lawyers serve not only as legal advisers, but often as interpreters as well. If you wish to engage 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 way you decide, there are still pitfalls: on the one hand, a Chinese lawyer loses their membership of the Chinese Bar Association if they join an international law firm in China.
On the other hand, a lawyer qualified abroad is not authorised to provide an expert opinion on Chinese law. The best choice is a lawyer from an international law firm who understands the Chinese mindset and is not dependent on the government. Internationally active law firms often employ Chinese nationals who have studied abroad. These individuals are familiar with both Western and Chinese ways of thinking. Much of what is regarded as standard negotiating practice in Germany requires written confirmation in China. As mentioned, the Chinese treat contracts as they would laws: they are worded vaguely, leaving room for different interpretations. From a Chinese perspective, this approach to drawing up contracts takes account of the „human side“; the „legal nit-picking“ of Western managers is often met with a lack of understanding.
When it comes to the Chinese sense of justice, choosing the right lawyer pays off just as much as being creative in marketing and negotiation. For example: whilst we talk about trademark piracy, the Chinese tend to focus more on the appeal of the product itself, 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. The public was informed about what a registered trademark is, what the Coca-Cola brand stands for, that its purpose is to guarantee quality, and that imitations are illegal and of inferior quality. Such initiatives pay off: despite specific instances of trademark piracy in China, Coca-Cola is very successfully positioned in the market there.
The second type of working arrangement is part-time work. In this arrangement, employees regularly work fewer hours than comparable full-time staff. Women with children in particular benefit from part-time work. There are just under 9 million people in part-time jobs. Of these, almost 80 % are women.
A topical issue is the passing of the law introducing what is known as ‘bridging part-time work’. Employees who agree to work part-time after 1 January 2019 are affected by this provision.
However, the right to transitional part-time work applies only to companies with more than 45 employees. Only then can an application be made for a fixed-term period of part-time work lasting between one and five years. Yet just under 15 million people are already employed in companies with fewer than 45 employees. The new rules do not apply to this group at all.
Employees working for companies with up to 200 staff are also affected by a specific rule. For every 15 employees, only one must be granted the right to bridging part-time work.
The new law on bridging part-time work does not, therefore, apply to all employees. And for most people, the „part-time trap“ remains. Whilst the bridging part-time scheme is well-intentioned, the law was watered down too much during the negotiations.
It is clear that new ideas and laws relating to working hours are constantly emerging. However, it always takes a while before they can actually be implemented.
After completing his degree in Automotive Engineering and Industrial Engineering, he began his career in the automotive industry in the fields of sales, development and marketing, and also spent a year in Japan working for one of the largest automotive suppliers.
He then moved to a world-renowned premium car manufacturer, where he served as a marketing officer responsible for product marketing in Japan and South America, and as a marketing officer responsible for marketing strategy in North and South America.
In 1994, he decided to set up his own business and founded a recruitment consultancy in Munich, which he has been developing and expanding for over 20 years. As managing director, his main areas of focus are, naturally, the automotive sector and mechanical and plant engineering.
His PhD in the field of aptitude assessment perfectly complements his areas of expertise, particularly with regard to HR and management consultancy. His thesis focuses on identifying and demonstrating typical personality traits among engineers, as well as defining areas for development to ensure a successful career.
These are scientifically derived and presented in the book *Aptitude Testing in Practice*.
At the same time, his focus is on building networks and cooperation models, as well as the ongoing development of systems and processes in HR consultancy.
Over the past 20 years in the field of HR consultancy, he has developed several brands that continue to operate successfully in the market to this day.
