Danny讲的数据库原则还是简单了点，如何用好有限的数据库资源其实有很多值得发挥的地方，特别是搜索方式，搜索组合，关键字，行业关键字，前任公司信息等等，总的来说就是高效的用好线索人，有技巧的有目的沟通。

永远不要认为你完全了解候选人的情况，因为情况会发生改变。候选人上个月或者上个季度不愿意换工作，并不一定意味着今天他们也同样不愿意换工作。

候选人不是问题的关键，问题的关键在于猎头自己；我有一个积累了35年的人才数据库，里面有数千的候选人数据。可是，如果现在你问我公司里的任何一个资深猎头，他们中的绝大部分并说不出来数据库中所有候选人的情况。他们会说，那些只不过是些很旧的电话信息了；想了解情况的唯一方法就是立即打个电话，开始新的搜索。

尽管如此，有一些事实是所有的猎头都必须了解的，那就是数据库永远不会自动更新；它没有这个功能。你永远不应该说你已经查阅过了数据库并且没有发现合适的候选人能达得到要求，因为你应该把数据库看成是搜索目标的有机组成部分，它是活的，会呼吸的，并不断发展和变化的。

这里我讲一个我个人亲身经历的故事。我和我的一个同事Tim一起负责招募一个工程师的职位; 我从数据库中找到了一个叫John Doe的候选人，我试着给他推荐这个职位；

他说，”不用了，谢谢你，我非常喜欢我现在的工作，不过我会帮你看看是不是有合适的人选给你推荐.” ，然后我挂断了电话，并继续搜索其他的人。

一个小时以后，Tim来到我的办公室说，”嘿，我找到了一个合适的人”

“真的吗”我说，“那你找的是谁啊？”

“John Doe,” Tim 回答道.

“不，不会吧” 我说。我想Tim一定在撒谎，因为当时我们俩正在进行一个推荐人数的比赛，我想他一定是在作弊。所以我对他说，”Tim，别扯了，兄弟。我一个小时前刚刚跟他聊过，他跟我说他现在工作得开心得很”

Tim说道:”不，兄弟，你别扯了；我15分钟前刚刚跟他聊了一下，他告诉我说他刚刚被公司裁掉了。”这就是数据库的特点—数据库永远不会自动更新。这就是猎头和招募者的搜索底线：永远不要认为你完全了解候选人的情况，因为情况会发生改变。候选人上个月或者上个季度不愿意换工作，并不一定意味着今天他们也同样不愿意换工作。

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Don’t Blame the Database. Instead, Think About How You Use It.

Never assume you know all of the candidates because situations are also subject to change. Just because a candidate wasn’t interested in making a move last month or last quarter doesn’t mean that they might not be interested in the position you have to fill today.

It’s not the legacy candidates that are the problem, but the legacy recruiters. I have a 35-year-old database with thousands and thousands of candidates in it. If you asked any of my senior recruiters right now, most of them would probably say they know all of the candidates in the database. They would say that there are only the same old people in there, and the only solution is to jump online or get on the phone and begin cold sourcing.

However, there’s something every recruiter must understand – the database is never updated. It can’t be. You should never say that you’ve already checked the database and no candidates meet your criteria because a database must be seen as an organism. It’s a living, breathing thing that is constantly evolving and changing.

Here’s an example from my own experience. I was recruiting an engineer job along with another recruiter in my office, Tim. I called a candidate from our database, who we’ll call John Doe, and tried to recruit him for this position.

He said, “No, thanks, I love my job. I’ll see if I can think of anyone for you.” So I hung up the phone and moved on.

An hour later, Tim comes in my office and says “Hey, I got a send out on a job.”

“Really,” I said. “Who are you sending out?”

“John Doe,” Tim replied.

“No, you’re not,” I said. I thought Tim was lying because we had a send out contest going on, and I thought he was making it up. So I told him, “Tim, you’re busted, dude. I talked to John an hour ago and he’s happy where he is.”

That’s when Tim said, “No, you’re busted. I talked to him 15 minutes ago and he just got laid off.” That’s the deal with the database – it’s never updated. That’s the bottom line for recruiters. Never assume you know all of the candidates because situations are also subject to change. Just because a candidate wasn’t interested in making a move last month or last quarter doesn’t mean that they might not be interested in the position you have to fill today.

所谓的积累人脉是什么?我认为, 猎头如何跟直接相关候选人和非直接相关候选人保持良好的互惠互利的关系, 建立起个人互惠的意识和应有的责任感, 是建立和积累人脉最基本的一环.

如果你在没有跟候选人建立一定的互惠基础之前，就仓促地向别人寻求推荐的话，你会发现10次至少有7次，候选人不会给你提供任何推荐。

招募行业已经成为了一个经常性面向非直接招募对象的行业。有太多的时候，很多猎头或者招募者都非常急切地想从别人那里获得一些有用的推荐，而对那些人，自己仅仅简单打过一次电话或者甚至只是发了一封邮件，却急切地询问别人,”你知道有谁是做这个的吗？” 。这是一个常见的主要错误，因为大部分时候，猎头和招募者都没有花时间去建立这种互惠关系，并且他们也没有建立猎头必要的责任义务意识。尽管如此，转变面向直接招募对象的电话为面向非直接招募对象寻求推荐的电话却是最有效的建立这种互惠基础的技巧。

当你打电话给候选人并寻求推荐的时候，可以从询问候选人某个职位对他们是不是合适开始，有些时候，候选人会说这个职位相对于他的经验和背景来说不是很匹配，这个时候，你要坦率对他说，”谢谢，占用您的时间了，如果将来您这边有任何变化或者想法的，请让我知道，有可能的话，我非常希望能够帮得到您。不过，我对你这边的专业知识也会有一些不懂的地方，还请您多多指教”，因为你从电话一开始就表达了一种希望帮助候选人的意思，你就已经实践了一些互惠定律，那么他们也就更可能会给你推荐一些人。如果你在没有跟候选人建立一定的互惠基础之前，就仓促地向别人寻求推荐的话，你会发现10次当中至少有7次，候选人不会给你提供任何推荐。

提出更多专业的，特定的和细节的问题会更容易出好的结果；通常，新手猎头都会问同一个荒唐可笑的问题, ”你知道有谁适合这个职位吗？”。这个问题的错误在于它限制了搜索的发挥余地，让一个人想想他认识的合适的人，实际上使得这个人脑子里拥有的人才数据大大地缩小了，并且还导致了另外一个糟糕的问题，那就是结果加入了这个人的主观判断。作为猎头，你需要知道自己是在找谁。猎头真正应该问的问题是，”你有认识哪位你非常欣赏和敬佩的，并且希望也给他提供这个信息的人吗？”。在我的公司里，我们发现，如果问题是这样表达出来的话，我们会获得两倍多的推荐，并且立即就能产生效果。

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Master the Art of Indirect Recruiting Calls.

If you try too soon in the process to ask for an indirect referral without having established any reciprocity, you will find that seven times out of ten, the candidate will not provide a referral.

The recruiting industry has become an indirect recruiting call industry. Too many times, recruiters are in such a hurry to get referrals that they simply call or email people and say, “Do you know anyone who can do this?” This is a major mistake because most of the time, the recruiter hasn’t taken the time to establish reciprocity, and they haven’t created a sense of obligation. However, turning a direct recruiting call into an indirect request for referrals is the most effective technique for establishing that reciprocity.

When you call a candidate and ask for a referral, start off asking the candidate if the job is right for them. At some point, the candidate may say that the job isn’t the right fit for their experience and background. At that point, you have an opening to say, “Thanks for your time, and if anything changes, let me know and I’d be happy to try and help you. But while I have you on the phone, let me borrow your expertise.” Because you began the call trying to directly help the candidate, you have engaged the law of reciprocity, and they will be much more likely to give you a referral. If you try too soon in the process to ask for an indirect referral without having established any reciprocity, you will find that seven times out of ten, the candidate will not provide a referral.

Asking more specific and granular questions will deliver better results. Often, rookie recruiters ask the same ridiculous question: “Who do you know who’s looking?” The mistake with this question is it limits the search. Instead of asking a person to think about everyone they know, this question narrows the sub search of that person’s mental database and adds in this terrible thing … the person’s judgment. As the recruiter, you want to be the one to decide who is looking. The question that the recruiter is really asking is this: who do you know that you respect enough to want to help? At my firm, we find that when the question is phrased that way, we get twice as many referrals, and we get them immediately.

很多猎头都常常抱怨总是得不到别人的推荐，没有人愿意告诉自己合适的候选人，这的确是做猎头常常会碰到的问题，不过换位想一想，自己又给别人提供了什么有价值的信息呢？获取推荐的确是需要建立在互惠的基础之上的，只是这个互惠的实践方式每个人相差很大，通常来说，越有经验的猎头越能够体会互惠的含义和方法，越能够给联系人提供有价值的信息和帮助，看看Danny怎么谈这个问题。

互惠的一种方式是将别人推荐给你的人的最新进展告诉给推荐人；如果你告诉他们这些被推荐人的情况，那么将来他们会更愿意给你推荐其他的人。

最近的Bullhorn搜索最佳实践调查指出，在招募和猎头行业，取得决定性结果的方法是获得推荐；不过，经济学家或许看了招募业务以后会说，如果我们提供适当的，能够让人产生动机的东西给那些我们希望从他们那里获取推荐的人，我们就能获得更多的推荐。如果你总是希望着对方是个好心人，而告诉你一些合适的候选人，那么这不是一个聪明的办法；获取推荐非常重要，如果你不能用其他方式获取推荐，那你只能给他们钱来换取推荐了。可是，我不认为有必要这么做。

猎头通常各个行业或者细分行业里都会认识一些活跃的业内人士(线索人Connectors)，也可以称作是”虚拟猎头”的人；每个人都认识他们，他们在各个组织里也非常活跃，并且他们参加很多贸易展会聚会等等。他们受人尊敬而且人际关系非常好。所以，如果你希望找到合适的候选人，你可以带着钱去找他们试试。

不过我个人从来没有这么做，因为我一直把猎头业务看作是互惠交换。我相信，别人给我的推荐的原因是也许有一天他自己也会有同样的帮助；比如，他会需要我帮他某个家人推荐工作；而因为他曾经帮助过我，所以我也会尽力帮助他；我正是我始终相信的，Zig Ziglar所称之为的互惠定律的东西。

互惠的一种方式是将别人推荐给你的人的最新进展告诉给推荐人；如果你告诉他们这些被推荐人的情况，那么将来他们会更愿意给你推荐其他的人。在我的公司，我们都非常赞同这一点，而我对这一种方式更是坚信不疑。

所以，如果Steve告诉我,让我去找Karen,我会去联系到Karen，并且给Steve一个反馈，有时候甚至只是一个简单的通话说:”Hi, Steve，我是Danny Cahill，我只是打个电话告诉你一声，我刚刚跟Karen聊过了，她说会给我她的简历”， 或者是”她不感兴趣，不过仍然非常感谢你的推荐”.我从来没有在获得一个推荐后不给推荐人一个反馈电话。我总是会说:”我会让你知道Karen的进展状况的，如果你想起还有其他合适的候选人的话，请给我个电话”， 通过这样的反馈，你可以反复地创造出这种互惠的感觉，并且他们会感觉到一种以前没有碰到过的专业性。

大部分猎头都会获得推荐，但是结果却很糟糕。你获得推荐的结果是什么呢？你只是让大部分的人觉得他们不应该告诉了你那些人的姓名，让他们感觉自己像做错了什么一样。

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Practice the Laws of Reciprocity and Improve Your Referrals.

Part of reciprocity is reporting back to the person who gave you a name with an update. If you tell them what is going on with the referral, they will be much more likely to give you another referral in the future.

As the recent Bullhorn sourcing best practices survey pointed out, referrals lead to bottom-line results in the recruiting and staffing industry. However, an economist would probably look at the recruiting business and tell us that we could get more referrals if we provided proper incentives to people that we want information from. If you are asking a candidate to give you a name out of the goodness of their heart, that’s not very smart. Referrals are important, and if you can’t get referrals any other way, people will give you referrals if you offer them money. However, I don’t think it is necessary.

Recruiters usually have a half-a-dozen connectors for each industry or subsector who function as virtual recruiters. Everybody knows them. They are active in associations, and they go to trade shows. They are well regarded. They’re popular guys. So, if you’re going to cut any sort of deal, do it with a connector.

I’ve personally never had to do that because I’ve always seen the industry at quid pro quo. I believe that the reason why you should give me a referral is because someday the shoe will be on the other foot. You will need me to put somebody in your family in a job, and because you have been good to me, I will be good to you. And I’ve always believed in what Zig Ziglar called the Laws of Reciprocity.

Part of reciprocity is reporting back to the person who gave you a name with an update. If you tell them what is going on with the referral, they will be much more likely to give you another referral in the future. And we are very good about it at my firm – I’m adamant about it.

So if Steve tells me to call Karen, I will get a hold of Karen, but I will call Steve back, even if it’s just a voicemail and say “Steve, it’s Danny Cahill. I just wanted to report back. I just talked to Karen, and she’s going to send me her resume.” Or, “She’s not interested, but thank you so much for the referral.” I never take a referral without getting back with them. Always say, “I will let you know what’s going on with Karen. If you think of someone else, give me a call.” By reporting back to them, you again create this sense of reciprocity and a sense of professionalism that they’re not used to.

Most recruiters are getting referrals and running like hell. What are you running from? You’re making people feel like they shouldn’t have given you the name, like they’ve done something wrong.

近10年来互联网的高速发展的确让猎头获取信息的方式发生了非常大的变化, 然而即使是在美国这样一个高度信息化的国家,Danny认为,对猎头来说, 最有效的搜索工具仍然是电话, 有业绩为证.

业绩低于20万美金的猎头顾问总是发较多的邮件和打较少的电话;业绩在20万美金到50万美金的猎头顾问,拨打的电话数和发送的Email数量相差不大. 而业绩超过50万美金的猎头, 那些Pinnacle Society协会里的猎头们, 这些人我追踪了6个月后,发现他们打电话的数量远超过Email的数量.

如果你希望成为业绩过人的猎头, 你必须更多的使用电话而不是Email. 我相信我是唯一保持以Email作为考核指标的导师, 并且我发现业绩低于20万美金的猎头顾问总是发较多的邮件和打较少的电话;业绩在20万美金到50万美金的猎头顾问,拨打的电话数和发送的Email数量相差不大. 而业绩超过50万美金的猎头, 那些Pinnacle Society组织里的猎头们, 这些人我追踪了6个月后,发现他们打电话的数量远超过Email的数量. 你的业绩越好,你会越发现电话是最有效的沟通方式.

永远不会改变的一件事是, 很多人避免打电话是因为他们不喜欢被拒绝. 通常人们不喜欢电话销售,因为在电话销售中,你更多听到是的”不”,而不是”是”; 事实上, 如果你10个电话就能推销出一个职位的话,那你的业绩就能进销售名人堂了;但是由于10个电话中会听到9次”不”的拒绝, 所以很多人不喜欢这种感觉;

”你还停留在过去,你是恐龙吗?现在这个时代已经没有人在用电话了”, 这样对老板说是很容易的事情; 这就像对老板说自己很聪明很容易, 相比之下, 对老板说, “经理,事实上,我比较怕打电话,我不喜欢被拒绝,所以我宁可戴个耳机,一切都用网络解决”, 却一件很困难的事情; 人性总是这样的;

在过去, 很容易看到这样的恐惧;10年前, 走进任何一家办公室,如果有人没有在打电话,那就可以断定他没有在工作,而现在, 如果有人在写邮件并且打开着三四个网页,那他还是可能在工作的;一个好的经理需要能分辨一个进入工作状态的员工和一个还对电话有抗拒感的员工, 我称之为”猎头注意力分散”.

请记住, 越是一个好的猎头, 越能够在电话上与客户流畅的沟通. 这是非常明显的正常的职业素养的提升; 你的猎头生涯从电话开始, 然后引入Email, 却开始认为Email就是最好的方式;如果你不注意的话,我想你可能会被淘汰; 你会发现,如果你在Email上花费太多的时间,你的业绩产出就会明显下降,直到你开始重新回到电话上来;

我们生活在一个高科技,高信息的时代, 做猎头当然不能离开这些在线工具和Email,但是我强烈建议所有的猎头合伙人和猎头经理不要过分强调这些工具;我仍然给我的员工培训如何更好的写Email及如何应用工具, 但是我让他们始终别忘记,对猎头来说,电话仍然是一个有非常有价值的核心工具;

*** The Pinnacle Society is the nation’s premier consortium of top recruiters within the permanent placement and search industry. For nearly 20 years, the Pinnacle Society has provided the nation’s top recruiters a forum in which to exchange the business principles and placement techniques that led them to achieve, and allows them to maintain their success. ***

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I’ve found that people who bill less than $200,000 send more emails and make fewer calls. People who bill between $200,000 and $500,000 have about the same number of calls as outgoing emails. People who bill above $500,000 have more calls than emails.

If you want to be a big biller, you must use the phone more than you use email. I believe I am the only trainer who keeps email metrics, and I’ve found that people who bill less than $200,000 send more emails and make fewer calls. When you look at people who bill between $200,000 and $500,000, you see they have about the same number of calls as outgoing emails at the end of the day. Then when you go above $500,000, the people in the Pinnacle Society, who I have tracked for six months, have more calls than emails. The better you get, the more you realize the phone is more effective.

One thing that never changes is that some people will avoid the phone because they don’t like to be rejected. People don’t like to make sales calls, because in sales, you hear “no” far more often than “yes.” If you get a sale one time out of 10, you’re a hall of famer. But nine times out of 10, people are going to say “no,” and nobody likes that.

It’s easier for me to tell my boss, “You’re living in the past. You’re a dinosaur. Nobody uses the phone anymore.” It’s easier for me to say that and feel that I’m smart, as opposed to saying, “Mr. Manager, actually, I’m afraid of the phone. I don’t like to be rejected, so I’d rather have a headset on and hyperlink my way around the day.” That human element will always be there.

In the past, it was easier to see this fear. Walk into any office 10 years ago, and if someone wasn’t on the phone, they weren’t working. Now, if someone’s typing an email and also has three websites up, maybe he’s working. It takes a good manager to understand the difference between someone who is working and someone with call reluctance, or what I call “recruiter attention deficit disorder.”

Keep in mind that the better you get as a recruiter, the more you are able to get a live client on the phone. It’s now obvious to me that this is a natural career progression. You start on the phone, but then you add in email and you start to feel that email is the answer. If you aren’t careful, it will start to throw you off. You’ll see that if you spend too much time on email, your productivity will go down. That’s when you go back to the phone.

We live in a high touch, high tech world. You certainly couldn’t do this business without online tools and email, but I encourage all owners and managers not to go overboard with it. I still send my people to email training and teach people how to write the emails, but I don’t let them forget that the phone is certainly still a very valuable and essential tool.