The Experts below are selected from a list of 324 Experts worldwide ranked by ideXlab platform
Florencia Luci - One of the best experts on this subject based on the ideXlab platform.
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formas de sociabilidad y movilidad profesional en los altos niveles ejecutivos los Headhunters y el manejo del mercado de trabajo directivo
Papers. Revista de Sociologia, 2011Co-Authors: Florencia LuciAbstract:Este articulo analiza la practica profesional de las consultoras que se dedican a la busqueda y la recolocacion laboral de los ejecutivos de empresas: los Headhunters. El objetivo es mostrar que, ademas de simples agencias de empleo, estos expertos cumplen un rol central en la constitucion del mercado de trabajo directivo de dos maneras. Por un lado, puesto que se trata de agentes altamente implicados en la construccion de redes socioprofesionales, intervienen en la acumulacion de capital social y en la configuracion de formas de prestigio y opinion que afectan a la movilidad profesional de los managers. Por otra parte, influyen en los terminos en que se organiza la oferta y la demanda de ejecutivos: no solo afectan a este mercado en su rol de agentes activos del reclutamiento de los directivos, sino que pueden, tambien, influir en las condiciones de contratacion y de acuerdo salarial. En suma, el caso de los Headhunters muestra como la construccion de relaciones sociales en mercados contribuye a forjar redes, opinion y valoracion sobre las personas organizando diferentes oportunidades de carrera.
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Formas de sociabilidad y movilidad profesional en los altos niveles ejecutivos: los Headhunters y el manejo del mercado de trabajo directivo
Universitat Autònoma de Barcelona, 2011Co-Authors: Florencia LuciAbstract:Este artículo analiza la práctica profesional de las consultoras que se dedican a la búsqueda y el reposicionamiento laboral de los ejecutivos de empresas: los Headhunters. El objetivo es mostrar que, además de simples agencias de empleo, estos expertos cumplen un rol central en la constitución del mercado de trabajo directivo de dos maneras. Por un lado, puesto que se trata de agentes altamente implicados en la construcción de redes socioprofesionales, intervienen en la acumulación de capital social y en la configuración de formas de prestigio y opinión que afectan la movilidad profesional de los mánagers. Por otra parte, influyen en los términos en que se organiza la oferta y demanda de ejecutivos: no sólo afectan este mercado en su rol de agentes activos del reclutamiento de los directivos sino que pueden, asimismo, influir en las condiciones de contratación y de arreglo salarial. En suma, el caso de los headhunter muestra cómo la construcción de relaciones sociales en mercados contribuye a forjar redes, opinión y valoración sobre las personas organizando desiguales oportunidades de carrera.
William Finlay - One of the best experts on this subject based on the ideXlab platform.
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High Tech and High Touch
2017Co-Authors: James E. Coverdill, William FinlayAbstract:This book examines headhunting—contingency recruiting—in the wake of two profound changes in the labor market. The first is the emergence and explosive rise of various forms of social media, most prominently LinkedIn, which have made information about employers, jobs, and job-seekers much more widely available. The second is the unraveling of internal labor markets and the fraying of the ties between employers and employees, which started in the 1980s and 1990s, and accelerated in the wake of the bursting of the dotcom bubble and the Great Recession. Both changes created the possibility that employers and candidates would be able to find each other without the benefit of labor-market intermediaries like Headhunters. The book explains why headhunting survived these changes: employers still need Headhunters to find good candidates quickly. In a high-tech world, it is relatively easy to find large numbers of apparently qualified prospective candidates. Headhunters, however, determine which of these prospects are truly viable candidates and they invest time and effort in converting prospects into candidates. They bring high-touch search to a high-tech labor market.
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High Tech and High Touch - Constructing Candidates and Securing Placements: Sourcing, Qualifying, and Brokering Deals
High Tech and High Touch, 2017Co-Authors: James E. Coverdill, William FinlayAbstract:This chapter examines how Headhunters identify good job prospects, persuade them to become candidates, prepare them for job interviews, and convince them to accept job offers. At every step of this process Headhunters encounter resistance and rejection from candidates and potential candidates, particularly those who were not actively looking – the passive candidates. The chapter shows that Headhunters deal with this problem in two ways. First, they “construct” candidates by finding out whether they have right skills and would be a good fit with the client and by identifying the “wounds” that would encourage them to take a new job. Second, they “prep” candidates for interviews and act as a broker between client and candidate to ensure that an offer is not lost to a counter-offer.
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Qualifying Clients and Job Orders
High Tech and High Touch, 2017Co-Authors: James E. Coverdill, William FinlayAbstract:This chapter examines how Headhunters decide whether to invest time, money, and effort in a job order or search assignment. The decision is a two-step process, involving an assessment of both client and job order. Clients are rated according to how much access to hiring managers they provide, how quickly they respond to Headhunters, how well they treat candidates, and how much they pay in fees. Job orders are evaluated according to how urgent the need to fill the position is, how clear the job description is, and whether the salary offered and qualifications sought make the search viable. The chapter shows that Headhunters struggle to recruit effectively when they are required to work with human resources or talent acquisition departments rather than hiring managers.
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Evolution or Revolution?
High Tech and High Touch, 2017Co-Authors: James E. Coverdill, William FinlayAbstract:This chapter considers how information technology and social media have shaped headhunting. It develops in three sections, the first focusing on how social media such as LinkedIn have made it easier to source candidates, the second showing that these sites are far more valuable for extensive search (finding prospects) than for intensive search (turning prospects into candidates), and third discussing new technologies, such as electronic portals and online marketplaces, that seek to centralize and rationalize contacts between Headhunters and clients. The chapter argues that portals and marketplaces distance Headhunters from hiring managers and discourage thorough candidate searches; it suggests that practices designed to promote efficiency in recruiting may actually undermine effective recruiting
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Booms, Busts, and Changing Labor Markets
High Tech and High Touch, 2017Co-Authors: James E. Coverdill, William FinlayAbstract:This chapter explores three issues. First, it shows why the Great Recession affected headhunting so severely: both the hiring rate and the quitting rate declined sharply. Second, it shows how this recession changed the relationship between Headhunters and their clients, as the latter became increasingly difficult to please when presented with candidates, because they wanted “perfect” candidates only due to there being a supposed “buyer’s market.” Third, it explains why the recession made employees so reluctant to become candidates and why employee wounds became less effective in turning them into job-changers; candidates, especially those with secure jobs, were now far more risk averse. The Great Recession, notwithstanding the claims that it had created a buyer's market for employers, was not a bonanza for them or for Headhunters.
Luci Florencia - One of the best experts on this subject based on the ideXlab platform.
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Formas de sociabilidad y movilidad profesional en los altos niveles ejecutivos : los Headhunters y el manejo del mercado de trabajo directivo
'Universitat Autonoma de Barcelona', 2012Co-Authors: Luci FlorenciaAbstract:Este artículo analiza la práctica profesional de las consultoras que se dedican a la búsqueda y la recolocación laboral de los ejecutivos de empresas: los Headhunters. El objetivo es mostrar que, además de simples agencias de empleo, estos expertos cumplen un rol central en la constitución del mercado de trabajo directivo de dos maneras. Por un lado, puesto que se trata de agentes altamente implicados en la construcción de redes socioprofesionales, intervienen en la acumulación de capital social y en la configuración de formas de prestigio y opinión que afectan a la movilidad profesional de los mánagers. Por otra parte, influyen en los términos en que se organiza la oferta y la demanda de ejecutivos: no sólo afectan a este mercado en su rol de agentes activos del reclutamiento de los directivos, sino que pueden, también, influir en las condiciones de contratación y de acuerdo salarial. En suma, el caso de los Headhunters muestra cómo la construcción de relaciones sociales en mercados contribuye a forjar redes, opinión y valoración sobre las personas organizando diferentes oportunidades de carrera.This article analyzes the professional practice of executive search consultants dedicated to the recruitment of high profile managers: Headhunters. The aim is to show that, more than simple placement agencies, Headhunters accomplish a central role in shaping the executive job market in two ways. On the one hand, since they are highly involved in the creation of socio-professional networks, Headhunters facilitate the accumulation of social capital, prestige and opinion that affect managers' recruitment. On the other hand, they take part in organizing the executive job market by not only controlling the hiring of managers, but also by having an effect on employment conditions and wage adjustment. To sum up, the study of Headhunters' professional practice shows that social relationships in markets contribute to building networks, opinions, and assessments of people by organizing different career opportunities
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Forms of sociability and professional recruitment in top management levels : Headhunters’ making of the executive job market
Universitat Autònoma de Barcelona, 2012Co-Authors: Luci FlorenciaAbstract:Este artículo analiza la práctica profesional de las consultoras que se dedican a la búsqueda y la recolocación laboral de los ejecutivos de empresas: los Headhunters. El objetivo es mostrar que, además de simples agencias de empleo, estos expertos cumplen un rol central en la constitución del mercado de trabajo directivo de dos maneras. Por un lado, puesto que se trata de agentes altamente implicados en la construcción de redes socioprofesionales, intervienen en la acumulación de capital social y en la configuración de formas de prestigio y opinión que afectan a la movilidad profesional de los mánagers. Por otra parte, influyen en los términos en que se organiza la oferta y la demanda de ejecutivos: no sólo afectan a este mercado en su rol de agentes activos del reclutamiento de los directivos, sino que pueden, también, influir en las condiciones de contratación y de acuerdo salarial. En suma, el caso de los Headhunters muestra cómo la construcción de relaciones sociales en mercados contribuye a forjar redes, opinión y valoración sobre las personas organizando diferentes oportunidades de carrera.This article analyzes the professional practice of executive search consultants dedicated to the recruitment of high profile managers: Headhunters. The aim is to show that, more than simple placement agencies, Headhunters accomplish a central role in shaping the executive job market in two ways. On the one hand, since they are highly involved in the creation of socio-professional networks, Headhunters facilitate the accumulation of social capital, prestige and opinion that affect managers’ recruitment. On the other hand, they take part in organizing the executive job market by not only controlling the hiring of managers, but also by having an effect on employment conditions and wage adjustment. To sum up, the study of Headhunters’ professional practice shows that social relationships in markets contribute to building networks, opinions, and assessments of people by organizing different career opportunities
James E. Coverdill - One of the best experts on this subject based on the ideXlab platform.
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High Tech and High Touch
2017Co-Authors: James E. Coverdill, William FinlayAbstract:This book examines headhunting—contingency recruiting—in the wake of two profound changes in the labor market. The first is the emergence and explosive rise of various forms of social media, most prominently LinkedIn, which have made information about employers, jobs, and job-seekers much more widely available. The second is the unraveling of internal labor markets and the fraying of the ties between employers and employees, which started in the 1980s and 1990s, and accelerated in the wake of the bursting of the dotcom bubble and the Great Recession. Both changes created the possibility that employers and candidates would be able to find each other without the benefit of labor-market intermediaries like Headhunters. The book explains why headhunting survived these changes: employers still need Headhunters to find good candidates quickly. In a high-tech world, it is relatively easy to find large numbers of apparently qualified prospective candidates. Headhunters, however, determine which of these prospects are truly viable candidates and they invest time and effort in converting prospects into candidates. They bring high-touch search to a high-tech labor market.
-
High Tech and High Touch - Constructing Candidates and Securing Placements: Sourcing, Qualifying, and Brokering Deals
High Tech and High Touch, 2017Co-Authors: James E. Coverdill, William FinlayAbstract:This chapter examines how Headhunters identify good job prospects, persuade them to become candidates, prepare them for job interviews, and convince them to accept job offers. At every step of this process Headhunters encounter resistance and rejection from candidates and potential candidates, particularly those who were not actively looking – the passive candidates. The chapter shows that Headhunters deal with this problem in two ways. First, they “construct” candidates by finding out whether they have right skills and would be a good fit with the client and by identifying the “wounds” that would encourage them to take a new job. Second, they “prep” candidates for interviews and act as a broker between client and candidate to ensure that an offer is not lost to a counter-offer.
-
Qualifying Clients and Job Orders
High Tech and High Touch, 2017Co-Authors: James E. Coverdill, William FinlayAbstract:This chapter examines how Headhunters decide whether to invest time, money, and effort in a job order or search assignment. The decision is a two-step process, involving an assessment of both client and job order. Clients are rated according to how much access to hiring managers they provide, how quickly they respond to Headhunters, how well they treat candidates, and how much they pay in fees. Job orders are evaluated according to how urgent the need to fill the position is, how clear the job description is, and whether the salary offered and qualifications sought make the search viable. The chapter shows that Headhunters struggle to recruit effectively when they are required to work with human resources or talent acquisition departments rather than hiring managers.
-
Evolution or Revolution?
High Tech and High Touch, 2017Co-Authors: James E. Coverdill, William FinlayAbstract:This chapter considers how information technology and social media have shaped headhunting. It develops in three sections, the first focusing on how social media such as LinkedIn have made it easier to source candidates, the second showing that these sites are far more valuable for extensive search (finding prospects) than for intensive search (turning prospects into candidates), and third discussing new technologies, such as electronic portals and online marketplaces, that seek to centralize and rationalize contacts between Headhunters and clients. The chapter argues that portals and marketplaces distance Headhunters from hiring managers and discourage thorough candidate searches; it suggests that practices designed to promote efficiency in recruiting may actually undermine effective recruiting
-
Booms, Busts, and Changing Labor Markets
High Tech and High Touch, 2017Co-Authors: James E. Coverdill, William FinlayAbstract:This chapter explores three issues. First, it shows why the Great Recession affected headhunting so severely: both the hiring rate and the quitting rate declined sharply. Second, it shows how this recession changed the relationship between Headhunters and their clients, as the latter became increasingly difficult to please when presented with candidates, because they wanted “perfect” candidates only due to there being a supposed “buyer’s market.” Third, it explains why the recession made employees so reluctant to become candidates and why employee wounds became less effective in turning them into job-changers; candidates, especially those with secure jobs, were now far more risk averse. The Great Recession, notwithstanding the claims that it had created a buyer's market for employers, was not a bonanza for them or for Headhunters.
Yannik Zobel - One of the best experts on this subject based on the ideXlab platform.
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Executive Search Consultants' Biases Against Women (or Men?).
Frontiers in psychology, 2020Co-Authors: Rudolf Siegel, Cornelius J. König, Yannik ZobelAbstract:Women remain under-represented in leadership positions in many countries. Since executive search consultants (also known as Headhunters) act as gatekeepers in the hiring process, Headhunters' biases might influence the female under-representation. There is preliminary evidence that suggests Headhunters favor men, but direct evidence is missing. Thus, this study directly tested this assumption using implicit and explicit measures (an implicit association test and a gender role attitudes survey), completed by 123 German executive search consultants. Although neither measure showed an anti-women bias (with the explicit measure being compared to a match sample from a representative survey using propensity score matching), the implicit association test showed an in-group bias (i.e., male headhunter had a stronger association of men and competence than of women and competence). The latter is worrisome because the majority of consultants in this business are men. Thus, organizations interested in more female managers need to carefully consider who they hire as their executive search consultants.
