In the last 10 years the recruitment market has changed significantly, not least because of the growing influence of social media sites such as Linkedin.
While these sites may have given headhunters far greater access to executive level candidates, some can argue that they have also reduced the quality of service provided by executive search and selection firms and increased the size of internal hiring communities within multinational companies.
Providing valuable search and selection
Headhunters have had to adapt to these external factors in order to renew and add value to the demands of their clients. As a headhunter, finding qualified executive candidates is no longer enough given the amount of talent out there. To hiring managers and employers the cultural fit and future leadership capabilities of candidates are what have become increasingly important. Qualifying candidates on these grounds for employers can make the difference between providing an average recruitment service as opposed to a fully integrated executive search and selection service.
Headhunters now need to provide our clients with total transparency on the candidates we approach and the reasons why they may or may not be right. This gives the client confidence that we have approached all relevant companies and candidates before submitting a short list.
Changes in supply chain recruitment
More often than not, supply chain is represented at Board level, resulting in wide organisational exposure and demonstrating the importance of this function. Supply chain now touches more parts of a business, both locally and internationally than ever before. More and more businesses are aligning the Supply Chain function with financial goals, so a close collaboration with CFOs and Finance Directors is required when recruiting in this market.
Talent mapping has risen in importance as end-to-end supply chains have evolved to create a borderless world. The best executive talent in the supply chain market is now often not from the same country where business operations or the role is based. It has become crucial to qualify supply chain candidates against international mobility, both now and in the future, to drive down future ex-patriate costs and ensure a solid talent pipeline. Combined with a diversity strategy, global talent mapping can really add value to clients looking to create a strong agency partnership and a more robust recruitment strategy.
In addition, supply chain is getting more involved in innovation and material savings to create operational excellence not only within the end-to-end value stream, but also across the business as a whole. The focus on attracting supply chain talent today is very much on the client facing end (roles in planning and distribution etc.). Headhunters in this field must be aware of these influences and be able to adapt to an ever changing environment in supply chain.
The modern supply chain market
Supply Chain Officers face a growing volatility in demand, greater complexity in customer expectations and deeper operational integration throughout value chains. While it may once have been sensible to outsource supply chain as a way to cut costs and trim assets, in 2014 the reverse is often true.
Manufacturing is growing more vertically integrated, route to market is now a two-way street, and suppliers increasingly have capacity and technology that customers cannot find elsewhere. Efficiency alone no longer wins the game. Supply Chain strategists need to raise their sights from traditional cost-cutting, process-standardising principles and embrace both uncertainty and agility.