猎头顾问的离职问题及其成因与对策研究.docx

1、猎头顾问的离职问题及其成因与对策研究以T猎头公司为例猎头顾问的离职问题及其成因与对策研究以T猎头公司为例摘要经济全球化和知识经济化的快速发展，使得现代企业的核心竞争力已经转变到了以知识工人为代表的人力资源上面来，发现在人类基本的搜索,搜索顾问的稳定和专业化程度,直接决定了公司的发展前景。现在,全球经济增长阶段,每一个行业高度重视高端人才招聘和保留,因此更强烈和更稀缺的猎头顾问,猎头顾问管理和合理的激励机制是一个重要的重量保持吸引咨询公司。目前,高营业额的猎头行业的状态,然而,新兴行业,众所周知高流动性不仅会增加就业企业的成本,也会影响企业的长期目标和愿景。通过分析猎头行业的特点和猎头顾问的工作

2、内容,我们发现的关键影响因素猎头顾问管理和激励机制是猎头顾问,因此如何构建合理化的顾问管理和激励机制是一个猎头公司的核心竞争力,完成公司的长期发展目标,实现可持续发展咨询公司本身的一个双赢的局面。从整个经济环境来看，近年来的企业员工的流动性极大，对于全球来说，员工的频繁跳槽都是一个难以解决的问题，而频繁的跳槽严重的影响了员工的忠诚度。根据相关机构和企业的研究发现，香港和新加坡的企业员工流动率达到了惊人的五分之一，而泰国为14%，菲律宾是13%，中国企业在14 - 27%之间,通常来说，企业人才的流失对于企业来说是一个巨大的伤害，其中受损最大的就是猎头公司，通常跳槽的员工会带走相应的技术和管理机

3、制，进而造成企业生产以及产品销售的混乱，另一方面来说，员工的流动会造成企业之间竞争的加剧，导致许多企业陷入困境。总结了当前我国企业缺乏管理和激励机制主要包括:激励机制不合理,没有声音,没有主动机制,没有把它放在一个适当的战略高度,激励措施不符合知识经济的新时代的要求,仍然按照旧的工资;非对称激励,物质激励和精神激励,物质激励,精神激励光;僵化单一的激励机制和缺乏灵活性,难以适应不同类型的员工激励的需要。目前我国企业人力资源管理激励过程的常见问题。由于上述问题管理和激励机制,从而导致高营业额,所以如何提高企业管理和激励机制,提高员工的忠诚度具有重要意义。以上同样适用于猎头行业,在当前背景下,国内

4、猎头公司寻求改革,发展和留住优秀猎头顾问成为猎头公司的首要任务,完美的和合理的人员管理和激励机制,减少流动率的核心就是实现猎头公司的可持续发展，在当前的经济发展的背景之下，将企业的总体发展目标和员工个人的基本需求结合在一起，开发按照“双赢”企业和顾问管理和激励制度。使用的唯一途径搜索的新需求顾问在经济发展的过程中,在激烈的行业竞争,该公司立于不败之地。本文以猎头公司T为研究对象，其主要经营IT行业的猎头业务，在这一领域占有领先地位，并有北京、上海、广州都处办公室。但是由于近年来竞争激烈和顾问管理与激励机制不健全，导致了该公司顾问的高离职率，特别是高级顾问的离职率更是居高不下。这种状况给公司造成

5、了极大的负面影响，增加了公司的招聘成本、影响了企业人才可持续发展战略的实施、影响了企业总体目标的实现并影响了企业客户的满意度，从而制约了公司的发展。因此，本文在对猎头行业及猎头顾问的特征、激励理论、离职理论等相关内容进行介绍之后，基于对T公司的人力资源的发展现状进行研究发现，该公司存在的主要问题就是对猎头顾问所实行的管理与激励机制不完善，在发现此问题的基础上提出解决问题的方法。希望本文关于猎头顾问管理与激励问题的研究，可以给该类企业降低顾问离职率提供一个可以借鉴的方案，从而为猎头行业的发展贡献一点力量。关键字：猎头顾问；激励；人力资源管理；员工离职Research on consultants

6、 departure problems and its causes and counter measurestalk from T executive search firmAbstractThe development of economic globalization and knowledge economy, as the carrier of the makes the knowledge staff represent human capital has become the important source of modern enterprises to enhance th

7、eir core competitiveness. For the exist in human fundamental headhunters, executive search consultants stability and degree of specialization, directly determines the development prospect of the company. The global economy is now in the growth stage, every industry attaches great importance to the h

8、igh-end talent recruitment and retention, thus making scarcer search consultant for more intense, the executive search consultant management and incentive mechanism reasonably is one of the important weight to keep attracting consultancy. At present, the state of headhunting industry high turnover r

9、ate, however, has been plagued by the emerging industry, it is well known high liquidity will not only increase employment cost of enterprises, will also affect long-term goals and vision of the enterprise to realize. Through analyzing the characteristics of the headhunting industry and executive se

10、arch consultant work content, we found that the influence on executive search consultant management and incentive mechanism is the key factor whether search consultant departure, so how to build the rationalization of the consultant management and incentive mechanism is a headhunting company core co

11、mpetitiveness, to complete the companys long-term development goals, and to realize the sustainable development of consultant itself a win-win situation. From the point of the whole economic environment, in recent years, the employee turnover. Frequent job-hopping, throughout Asia and the world is a

12、 common problem, it is mainly the main performance of the employee loyalty landslide. According to the economist group, the study of some Asian countries and enterprises, the Hong Kong and Singapore enterprise employee turnover at about 20% a year, Thailand was 14%, 13% in the Philippines, Chinese e

13、nterprises are between 14-27%, generally have more than 10 years ago. Brain drain is a disastrous thing for enterprises, especially for headhunting company. In general, will take away their own technology, management, and even lead to the production, sales of chaos; At the same time, the flow of tal

14、ent to the enterprise brought the threat of competition and incentive mechanism is imperfect, which leads to many companies in trouble Summarizes our country enterprise at present some drawbacks in the management and incentive mechanism mainly include: incentive mechanism is not reasonable, is not s

15、ound; Do not take the active mechanism, not put it in a proper strategic height; Incentives do not conform to the requirements of the new age of knowledge economy, still follow the old wage; Asymmetric incentive of material incentive and spiritual incentive, material incentive, light spirit incentiv

16、e; Incentives rigid single and inelastic, difficult to adapt to the demand for different types of employees for effective incentive. The above enterprises in human resources management in our country at present with the common problems of the incentive process. Due to the problems above management and incentive mechanism, thus caused the high turnover rate, so how to improve enterprises ma