James E. Coverdill Reihenfolge der Bücher

Headhunters, or third-party agents, play a unique role in the recruitment process by matching candidates with job opportunities. Their influence on the employment landscape in the U.S. is significant yet often overlooked. Authors William Finlay and James E. Coverdill provide a candid exploration of headhunters’ practices through interviews, observations, and analysis of training seminars, industry publications, and surveys. They reveal a shift in payment structures from candidates to employers, highlighting how recruiters now seek to fit candidates to jobs rather than the reverse. Addressing a notable gap in research, the authors pose three key questions: What benefits do employers gain from using headhunters? How do headhunters effectively sell candidates to employers and vice versa? What criteria guide their candidate selection? Their findings are contextualized within broader institutional and historical frameworks, uncovering the economic and political motivations behind clients’ use of headhunters. The study also examines how headhunters influence both clients and candidates, ultimately affecting hiring decisions and the overall job market.

Headhunters, third-party agents who locate job candidates for companies, play a unique sales role by matching people with jobs. Their influence on the professional lives of countless employees is significant yet often overlooked in the U.S. employment landscape. Authors William Finlay and James E. Coverdill utilize interviews, observations, and analyses of training seminars, industry newsletters, and surveys to create an honest, sometimes unsettling portrayal of headhunters' aims, attitudes, and tactics. The shift in payment from candidates to employers has transformed the recruitment process, with headhunters now focusing on finding suitable candidates for specific roles rather than the reverse. The authors highlight a critical lack of research on headhunters' work and methodologies. They explore three key questions: the advantages employers gain from using third-party agents, how headhunters manage the dual sale of candidates to employers and vice versa, and the criteria used for candidate selection. Through their findings, Finlay and Coverdill connect their insights to broader institutional and historical contexts, revealing the economic and political motivations behind clients' use of headhunters, the manipulation of both clients and candidates, and the overall impact on hiring decisions.