伯乐 on job training全英文.docx

伯乐 on job training全英文.docx

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伯乐onjobtraining全英文

BóLèAssociates

LeaderinExecutiveSearchinAsia

ResearchToolKit

BóLèAssociatesTrainingandOrientationProgram

Copyright2005

WhyResearchisimportant

ØExecutivesearchisinthebusinessofprovidingqualityinformationtoclients,andqualityinformationstartswithasolidresearchbackbone

ØResearchersandResearchAssociatesplayacriticalroleintheorganizationandworkcloselywithmoreseniorconsultantsonkeydeliverables

ØBothhavehighpotentialsofbecomingconsultantsandwillbemeasuredonthenumberofassignmentsthattheyassistincompleting;thenumberofnewclientsthattheyassistinidentifying;aswellasonthequalityoftheprocess,initiative,andteamwork

Overviewofrolesandresponsibilities

BusinessDevelopment

ØWorkcloselywiththeAssociateandprovidesupportinrespectofpre-searchandbusinessdevelopmentinitiativesandexecutionofsearches

ØFocusongeneratinginformationtosupportrevenuegeneration

ØServeasQualityAssuranceandCheck（s）andBalance（s）inensuringthehigheststandardofservice

ØSupporttheAssociatetoconductpre-searchanalysesofindustries,marketsandpotentialclients’competitors

ØBewellversedinsourcesofinformation（internet,library,tradeorganization,etc.）

ØAssisttheAssociateinpreparingpresentationmaterialse.g.PowerPointslides,graphicdesigns,etc.

Execution

ØWorkcloselywiththeAssociatein“mappingout”thecandidateuniverseanddevelopingthejobcontrolsforeveryassignment

ØPreparecandidateprofilesandensurethoroughnessandconsistencyincandidatepresentations

ØManageandorganizetheassignmentfilesaswellasthelocaloffice’sinternalinformationresources（i.e.theresearchlibrary,newspapercuttings,etc）

ØMaintainandupdatethecandidateandcompanyfilesandinputthedatabase

ØDevelopnewideasandutilizetechnology（computerskills,internet,etc）toenhancetheefficiencyofthesearchprocess

ØAssisttheAssociateincoordinatingwithclientsandcandidatestoensureeffectivecommunication

ØAssistintheoverallprocessingofassignmentsbasedonclearinstructionsandguidelinesfromtheAssociate

ØAssisttheAssociateintraininganddevelopingotherResearchAssociates

WebsiteSupport

ØAssisttheWebsiteEditorialTeambyextractingandprovidingtheminformationgeneratedfromsearches（e.g.positionsindemand,salarytrends,etc.）withaviewtokeepingthecontentofBo-Lfreshandexciting

Do’sandDon’ts

Do’s

Don’ts

ØTakeInitiative&Responsibilities

ØOfferHelp

ØAskQuestions

ØShareKnowledge&Informationwithothers

ØBeaKeyCoordinatoramongallparties

involved

ØExerciseSelf-discipline

ØHaveSenseofUrgency

ØThinkBeforeyouAct

ØPromptDeliveryofResearchReportstoAssociates.

ØAdherencetoProjectTimelines.

ØQualityofResearchReports.

ØQualityofKnowledgeBaseofFirm.

ØEasyAccesstoQualityResearch.

ØAchievementofKeyAssignmentMilestones.

ØAdherencetoProjectDisciplines.

ØProvidingassistanceinreducingcycletimes.

ØDon’tGiveUp

ØDon’tBeSelfish

ØDon’tAssume.AlwaysAsk

ØDon’tbeAfraidtoAskforHelp&OfferIdeas/Opinions.

ØDon’tRecruitfromYourClient&DefinitelyNotYourSuccessfulCandidate.

ØDon’tTalkAboutCandidatesordiscussanyInformationRelatedtoanySearchesintheElevator

ØNeverHangUpthePhoneDuringAConversation.

ØNeveradoptanImpoliteAttitude

ØNeverLeaveCompanyNamewhencallingCandidates

ØNeverPresentCandidateswhomyouhavenotmetpersonally

ØNeverSendaJobSpecorCorrespondencetoClients/Candidateswithoutcallingtheminadvance.

ØNeverPresenttheSameCandidatetomorethanoneclientatthesametime

ØNeverAskfora“Resume”&AssumethattheCandidateisinterested

FatalMistakestobeavoided

ØNevertellthecandidatesthattheirnamesarereferredbytheircolleagues.

ØWhensourcing-NeverDiscloseAnyInformationtotheotherswhoareworkinginthesamecompanyastheCandidate.

WorkingAsaTeam:

Associates,ResearchAssociatesandResearchers

ResearchersandResearchAssociatesareexpectedatalltimestoexercisegoodteamworkwithAssociatesaswellasSupportStafftoensurethateachandeveryoneintheteam:

ØActslikeanAmbassadorofBoLe:

Personifying&upholdingBoLe’sReputation,Professionalism,HighStandardsandQualityService.

ØTakesInitiativeandResponsibilityatalltimesinallareasofourwork

ØContinuouslyupgradesourknowledgeandunderstandingofourbusinessenvironment,specializedareas,clients’needs,etc.

ØIsagoodlistener,asksquestionsandseeksanswers

ØContinuouslysharesyourknowledge,experienceswithothers&learningfromeachother.

ØIsaGoodMentor&providesassistancetoallwhoneedourhelp.

Specifictasksresearchersdoduringthesearchprocess

1.Mappingtargetcompanies

ØHowtodevelopthetargetcandidatelist:

（A）DiscussionwithConsultant

（B）Burgundy

Companysearch/candidatesearch/previousjobassignment

（C）ResearchLibrary

ChamberList/ExhibitionDirectory/CompanyPhoneDirectory

（D）Internet

oGoogle

oYahoo

oYahooFinance

oHoover

o.hkHongKongListedCompanyDirectory

o.hkYellowPageHongKong

oHongKongTradeDevelopmentCouncil

o

oHKE

oFinanceALtd

ØUnderstandingyourclients’requirements:

Whensourcingforcandidates,itispossiblethatyourclientknowssomequalifiedcandidatesincertaincompanies,butdoesnotknowhowtoapproachthem,orfeelsawkwardaboutit.

Makesureyouunderstandthesearchassignmentthoroughlybeforeyoucommunicateanythingtoasource.Youshould:

（1）Understandthepositionrequirements

oCiteimmediateandlongtermresponsibilities

oSaywherethepositioniswithinthecorporatehierarchy

▪whoitreportsto

▪whoitmanages

▪peers

▪interactionwithotherfunctions

oAssessitsgeographiclocation

oAssesshowthepositionfitsintohiscareerpath

oPulloutthesellingpoints

oIdentifywhatinformationcanbegivenupfront

（2）Identifythepositionrequirement

oIndustryexperience

oFunctionalexperience

oQuantifiableexperience,forexample

▪numberofemployeesmanaged

▪minimumsalesvolume

▪budgetaccountability

oTurnaroundorstartupexperience

oPersonalqualities

（3）Knowyourclient

oProductsorservicestheyprovide

oSize,forexample,salesvolume,numberofemployees,numberofplantsandlocations,etc.

oRank/marketshare

oProfitability

oPublicorprivate

oCulture

（4）Knowyourtargetindustriesandcompanies

oIndustrytrends

oIndustriesprovidingcomparableexperience

o“Offlimits”companies

▪importantrelationshipswithyourclient

▪BoLeclients

2.Mappingtargetcandidates

ØUsingUsingUsingColdCallstolocatetherightcandidatesandgeneratenames

（a）Commondifficulties,E.g.Uncooperativereception;suspicions

oNofullname

oLevel（Seniority）

oAskfortoomanynameswithinonecompany

Ø

（b）Possiblesolutions

oBemoredetailed–needtore-confirmthename&title

oDonotdiscloseourcompaniesinformationinlocatingthecandidates

oBepolite

ØObjectiveofcoldcalls:

oMakeaclearintroduction

oEstablishrapport

oArouseinterest

oGatherinformation

oInciteaction（e.g.getcandidatetosendhis/herCV,orprovidefurtherreferences）

*Acoldcallortelephonescreenmustbeplannedandstructuredverycarefullysoasnottoconfusethecandidateandtheinterviewerdoesnotsaysomethingwrongorinappropriate.

ØTipsonhowtohuntyourtargetviatelephone

oHaveaclearpurposeforeachcall

oBepositive,politeandpatient

oChoosethebesttimingtotalk

Coldcallactionplan

Purpose

Action

Tips

1.Mapping:

Collectinformation:

name/title/contactnumber/bestcontacttiming/followup

1.Makeupastory,andpretendyouaretheinnocentthirdparty.

2.Dealingwithoperators,assistants

1.Putyourselfontheirposition

2.Professional/harmlessliar

3.Getwhatyouwantandendthecall

4.Choosetherighttiming:

afternoon3-5pm,WedandFriday

2.Firstcontactwithpotentialcandidates

1.Raisetheirinteresttotalkwithyou:

prepareabriefintroductionofcompany,andjobopportunitywithin10seconds

2.Builduprapport:

givereasonsandleadthecommunication

3.Goodending:

followupbye-mail,callanothertime,invitetomeetup

1.Identifyseniority,pastexperience,education,package,andevaluatetheirpsychicalstatustocurrentjob

2.Letthemtalk,andyoulisten

3.Sende-mailonthatdatetokeepyourrelationwarm-usetemplateletter

P:

\Caserelateddocument&Presentation

3.Followup

1.GetCV

2.Givefeedback

3.Keepintouchaftermeeting

1.Letthemfeelfreetocontactwithyou

2.Encouragethemreferfriendstoyou

ØPreparing“telephoneinterviewplan”

oAninterviewplanislikeascriptthatworkshandinhandwithajobcontrollistandhelpsyoutobeveryselectiveabouttheinformationyouwilldiscusswithacandidate

oEmphasizethejob’smostimportantpointsandlookoutforcriticalrequirementsthatcandidatesmustmeet,or“signoff”marksthatcrossoutunqualifiedcandidates.

ØSignoffmarksincludethefollowing:

oLackofrequiredcredentials

oUnwillingnesstoperformthejobrequirements

oOverqualificationorunderqualification

Thesecandidatesareoftendisqualifiedaspotentialcandidates,but