On Headhunter Human Capital Operation Model

To a company, human resources are not only one of the key determining factors forits growth prospect, but also a key part of its growth strategy. For a company, itsdevelopment course, and even the future of the entire company, are all lying with thetechnical talents who master the company’s key technological possessions and theadministrative talents who make up the core management of the company. As of now,for some objective causes, the training of senior talents is yet at the comparatively lowlevel; senior talents, though huge in number, are not made use of effectively, ascompared with their counterparts in developed countries. As we all know, thecompetition among modern companies is fundamentally a competition with, betweenand for talents, mainly contending for human resources, especially senior talents. Thispaper will, by selectively focusing on the senior talent service firm, or the headhuntingcompanies, and with a case study on a well-known headhunter firm (H Company), makea detailed analysis on the models for human capital operation.In the first part, or Introduction, the paper briefs on the research’s background andits significance, latest development of similar researches, as well as the main contentsand methodology of this research. In the second part, the paper expounds on the humancapital operation, first summarizing the features and operational mechanism of humanresource capital to prepare a theoretical grounding for this dissertation; then focusing onheadhunting companies, to further analyze headhunting companies for their roles andcharacters, as well as their development phases and challenges in China, to illustrate theservice flow of a typical headhunter firm in detail, and also to offer the researcher’sview on the human resource capital operation by headhunting companies. In the third part, the paper proceeds with a case study on H Company, a Nanjing-based headhunter,to introduce its operational developments and model, and then to make a detailedanalysis on how a headhunter firm to maintain and conserve outstanding human capitalas well how to explore and develop hidden human capital. In the fourth part, the paperoffers advice for headhunting companies to improve human capital operation, as onlywith a complete and normalized operational mode, can a headhunting firm make best ofits advantages in senior talent placement. In the fifth part, the paper generalizes theresearcher’s view on the topic, indicating the huge potential of the China headhuntingmarket, and illustrates some new development trends in the field, such as extensiveapplication of information technology, coexistence of diversification and differentiation,and increasing specialization.