Don't waste your time dealing with headhunters who can't help you. It's too frustrating-especially if you're really ready to move. Just make a minimal effort to determine a firm's specialties before initiating or expanding on a relationship.
I'm always amazed to find recruiters specializing in virtually every professional, or non-professional, area of employment. From editors to educators, nannies to nuclear physicists, warehouse workers to Windows NT programmers, I have seen every kind of specialty being worked in the field of headhunting. Knowing this, let wisdom prevail- assess each particular recruiter for the ability to handle placements in your field.
This assessment is not brain surgery, however. Make it easy on yourself with a simple, initial call to a search firm asking about their special area of expertise. You might also refer to The Directory of Executive Recruiters 2000 Edition (the "Red Book") which you'll find in any bookstore or library, or check online at http://www.kennedyinfo.com (See Appendix C). In addition, when you deal with systems- savvy recruiters, there's a high probability that they have Web sites that outline their focus areas. If a headhunter contacts you out of the blue, ask him up-front. These simple measures will help you concentrate your efforts in directions that promise the highest return.
It is questionable whether recruiters charging fees less than 20% in a candidate-driven market (except for volume business) are at the top of their profession, or so regarded by their clients. A headhunter accepting low fees, when there are zillions of companies needing recruitment services, has little regard for the importance of what they do. This equates with the headhunter version of the ambulance- chasing lawyer. Most professional recruiters, respected by their clients, charge proper industry fees (25-35%). They offer experience, ability, service, and professionalism. Again, this percentage rule does not apply as strongly to certain "volume" placement work, when a recruiter makes multiple placements with the same client, or in an employer-driven market, when there are fewer jobs to fill, dropping the average fees charged by recruiters.
After noticing if the recruiter you are considering has "lettered," you might also inquire about affiliations and association memberships. In addition to participating in trade associations such as NAPS, there are many professional and cooperative "networks" to which a headhunter might belong. They serve a continuing educational purpose and encourage a team approach to the business, resulting in split placements (one recruiter providing the candidate, the other the client). Not only do all members profit more by working together than individually, they also broaden their service capabilities. For example, three associations to which I belong - National Personnel Associates (NPA),
First Interview, and Recruiter's Online Network (RON) - connect me with thousands of recruiters nationwide, and worldwide. This way, I can provide a wider service, drawing upon the pooled "products" of my networked affiliates to find what would fit my client's and candidate's needs in any field, in any place, at any time. Some of these associations are very exclusive, requiring certain standards of professionalism, successful track record, history of teamwork, and ethics to gain admission. Notwithstanding the statement of professionalism such membership implies for a headhunter, it also serves to connect you with more resources from which to draw in finding your "perfect job." Therefore, a recruiter who works and plays well with professional colleagues will net you better results-and greater long-term career management.
