Inverse headhunting takes place to the exclusion of headhunters and is therefore not a service provided by headhunters or providers with a headhunter background, but is used professionally by your NewPlacement coach within the framework of runway 3 (initiative applications to companies and decision-makers).
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Inverse headhunting refers to a process reversal in the classic search process. That is why headhunters are the wrong people to use for this service. Headhunters check the candidate's appearance and offer and do not help to develop it in a time-consuming way. Without status analysis, target focus and professional market maturity with a variety of individualization options in matching, neither inverse headhunting nor other activities on the application market make sense.
Other terms, such as direct placement, only represent partial areas. Instead of looking for managers for the company, the service provider looks for companies or vacancies for the manager. In NewPlacement-Coaching we call this way " initiative applications at companies". This way works efficiently from our point of view only with individualized cover letters (hybrid 1-pager). Already in the first sentence, a bridge between the core topics of the company or the addressee and the candidate must be formed imperatively.
The search for open vacancies in meta or company job exchanges by assistants or the secretariat of the OutPlacement provider are problematic. The selection "the heart says stormy yes and the mind does not say no" by the candidates must not be limited too much by "narrow pre-selection". However, one can support the candidate very well in the preparation of this final decision.
Anyone who still sends application folders to owners, supervisory board chairmen, board members or managing directors on their own initiative has either never worked at this level and is not familiar with the processes in the upstream secretary's office or wishes they could go back to the early days of outplacement. No amount of glossy finish will help with the folders. Serial letters carry the risk of burning themselves out in the company for the foreseeable future.
Whoever then also promises a fixed number of interviews either has a "crystal ball" or possibly has corresponding buddies at recruiters and headhunters who also conduct interviews without an adequate project.
We usually scan several thousand companies on our various runways for suitable vacancies.
In addition, we naturally also handle the mailing of individualized speculative applications for our candidates at target companies with a high degree of matching. However, this approach is only part of our overall activities on the market. To limit oneself to this is negligent, as otherwise valuable time is wasted in the application process.
Under no circumstances should a personnel service provider make double financial demands by collecting from the candidate and from the company or headhunter. This should be guaranteed, because otherwise there is a conflict of interest. Possibly both sides are not helped, because the service provider may succumb to the temptation to "marry" a company and an executive who do not really fit well together. Failure is then inevitable. It must be clear that the NewPlacement coach is exclusively committed to the candidate and his or her application success. Incidentally, this must also be guaranteed if the previous employer pays the fee for this service.
In "DirectPlacement", researchers are used to ask companies about vacancies - usually in the HR department. In most cases, this will not work, because the dissatisfaction of the company's top management with an executive and his or her looming replacement is treated with the utmost confidentiality in the HR department or is not even known there in the smoldering process. Then if necessary a refusal by the personnel department leads to a loss of the real chance for the applicant in this enterprise. Without close personal contact, even the entrepreneur cannot be persuaded to make a corresponding statement. However, direct placement by telephone works well up to or below the level of department manager. We have already successfully placed specialists in particular. For larger measures, we also use face-to-face contact with the HR managers of the target companies.
In the NewPlacement methodology, direct placement is used differently for executives. Here, the decision-makers in the company (owners, committees, holding company or specialist management from management circle 2) must be approached individually (matching). Standardized addresses without reference to the current situation in the target company are recognized immediately. For this reason, recommendation marketing via third parties has proven its worth for executives.
The "initiative application to companies / decision-makers" in the context of recommendation marketing by a third party is therefore not standardized, but highly individualized. Also on this runway to success one has only one attempt in each company. Therefore, these activities should also be started only after the professional and comprehensive listing of candidates (market maturity) as well as careful research of the presumed decision maker and the requirements (matching). Confidential hybrid recommendation letters by mail have proven particularly effective. If you send several pages or even portfolios to a board office, you can address them directly to the HR department.
We have professionalized inverse headhunting 2.0 over several years with very good results for our candidates.
Our experienced and strongly networked SeniorPartners with broad and deep industry and functional backgrounds will be happy to answer your questions about OutPlacement, NewPlacement, career consulting and coaching for a professional development, rescue, separation, application and integration process in writing by e-mail, telephone, video conference or in a personal meeting in your area. According to your wishes and of course individually, without obligation and free of charge.
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