The demand for high-level management and professional talents has increased sharply nowadays. Besides training and retaining existing talents, reaching and attracting potential candidate is another important issue for corporate. The Human Resource department has worked hard to reach the talents through variety recruiting channels, and headhunting service has been one of channels in reaching the potentials. There are number of successful examples that corporate has recruited the elites through headhunting services. For example, Louis V. Gerstner from Nabisc has headhunted to IBM as the CEO in 1993; Carly Fiorina from AT&T was switched to HP as the Chairman and CEO; while the former Microsoft Global VP, Mr. Kai-Fu Lee, is working with Google because of headhunter¡¦s connection. As the headhunter could reach the core of a corporation, the headhunting process must be preceded unexpectedly. With the increasing demand for high-level management and professional talents, the headhunting business is expected to be prosperous in the future. The research in this paper is done by using qualitative method and focuses on multinational headhunting companies in Taiwan and the company where the researcher is from. Through depth interview, researching, examination and studies the information collected from domestic and overseas, the researcher is expecting to find the relationship between the nature of the companies and the service models, headhunting cases, database management, and customer relationship management. In this paper, the researcher has found that most headhunting companies have adopted similar service procedure, however, the sources of the cases, database, and recruiting and screening methods are different upon its company background and culture. The headhunting companies have set up its database in the computer systems after obtaining the relevant information though personal connection, cold-call with the potential talents while maintaining the relationship with the clients through telephone and in person visiting. The more information the headhunter could grape from the clients; the chance of a successful case is higher. Moreover, most of the headhunting companies have categorized the case by industry, nature of the vacancy and territory.

Job referral business began in Europe in the 15th century. The purpose is to help the unemployed minority, or to fulfill certain market demand for human resources. In the early 19th century, the economy recovery in America supported the prosperity of job referral business. At this time job referral mainly served as a medium for referring jobs ¡V ie: finding jobs for work seekers. In the early 1970's, there were two changes in job referral business. One is the payers shifted from job applicants to head recruiters. Its operation style also changed from a job referral agency to two new forms: one is retainer head hunting service, with down payment, and the other is contingency service. Therefore, this paper intends to study the following questions: 1.With different types of head hunting operations and service charge standards, what are the different jobs and talents development strategies? 2. With different types of head hunting operations and service charge standards, what are the different interview and selection processes? 3. After an applicant reports to the job, what's the after-service role of a head hunter? 4. What is the operational difference between local head hunters and the foreign ones? Although the study only interviewed four companies, these companies are carefully selected to represent a complete scope of the market. The conclusion of our study is as follows: 1. Foreign invested head hunters are easier to get retainer contracts. 2. Local head hunters mostly rely on the company owners to develop job market. Foreign invested companies leverage the operational system to do the same job. 3. High-level head hunters use telephone calls to source head list. 4. High-level head hunters evaluate talents mostly based on credit check and structured interview. 5. High-level head hunters have to pay for their service warranty. Finally, this paper practically provides three suggestions for effectively running a head hunting business: 1.The establishment of a standard operation system. 2. The emphasis of internal employee training and development. 3. The establishment of company ethics and professional behavior guidelines.

Práce se zabývá pravidly a metodami získávání a výběru nových pracovníků. Podrobně představuje metodu přímého oslovování (executive search, vhodnou zejména pro obsazení vrcholových funkcí. Praktická část řeší problematiku nevhodnosti využití metody přímého oslovování pro obsazení funkcí specialistů a nižších manažerských míst. Analýzy dvou projektů obsazujících hierarchicky odlišná pracovní místa ukazuje důvody zvýšené obtížnosti a nevhodnosti použití zmiňované metody pro obsazení jiných než vrcholových funkcí. Také přináší podklady pro vytvoření uceleného produktu ve formě intenzivní a úzké spolupráce společnosti s vysokými školami, který personálně poradenské společnosti mohou nabídnout příchozím klientům jako alternativní řešení.

Abstract This study attempts to investigate and analyze the ¡§Executive Search¡¨ (ES) industry in Taiwan today, a field in which there is a serious shortage of academic research. The main purposes of this study are to reveal the business processes involved in ES, and to identify the characteristics of both clients and candidates. In order to reveal a complete picture of the industry¡¦s development in Taiwan, expert interviews were used as the main method of investigation. Initially, we studied foreign research papers on ES, after which five ES consultants and four corporate Human Resources managers were interviewed. A number if interesting facts were uncovered by this research: 1. ES consultants in Taiwan tend to follow the approach of consultants in American and Europe. 2. The size of ES industry in Taiwan is not yet sufficient for the needs of the economy and, in addition, a greater degree of specialization is required. 3. Young, well-educated managers with characteristics such as good interpersonal skills, strong loyalty, intelligence and aggression, are those most sought after by ES clients. 4. Clients of the ES industry are companies with an urgent need for talented people, and include high tech companies, professional management firms, subsidiaries of international corporations in Taiwan, and companies run by second-generation entrepreneurs. At the end of this study, we suggest three issues for further research: 1. A comparison between the performance of managers found through ES and those found through other recruiting methods. 2. The relationship between Human Resource Managers and ES Consultants. 3.The potential for integration between the ES industry and network technology.

In the theoretical part of the thesis focuses on the general definition of the recruitment and selection, mainly the methods, which are used. Furthermore, it defines the area work in public administration with a focus on employment and workers. Also, try to determine the difference between the acquisition employees in the public and private sectors. The work is then engaged in recruitment agencies and HR consulting companies, their history, the legislative definition and the question whether it is advantageous to work with recruitment agencies. Afterwards, the method of work is engaged in executive search, its history, use, and especially how it is itself the recruitment method. The practical part contains specific case of HR consulting company that deals with executive search method. Here is then analyzed in the procedure of recruitment executive search method and success by getting employees the company achieved in 2011. This part of the thesis is based on long-term observations of the author, who was an employee of the staffing and consulting company so he could observe the whole process of executive search methods in practice. Using a questionnaire survey, this work investigates how executive search method is used in the private and public sectors and what are the respondents as the main advantages and disadvantages of the method. At the end of this section for recommendations on how to use executive search method in the public sector, and problems are defined here, why not in the sector executive search method does not use too much.

Bakgrund: Karin Holmblad Brunsson, forskare på Uppsala Universitet, har genom sin forskning tolkat Frederick W. Taylor och Henri Fayols forskning inom management med den slutsatsen att det finns ett gap mellan teori och praktik. Med utgångspunkt i denna forskning vill vi utreda detta gap genom att undersöka vilken kompetens som efterfrågas vid chefsrekrytering i Sverige. Syfte: Syftet med denna undersökning är att, med hjälp av headhunters, utreda huruvida det är Taylor eller Fayol’s principer som dominerar i företagsledningen. Metod: Med en deduktiv ansats och strukturerade intervjufrågor har datainsamling skett genom intervjuer med headhunters. Dessa data ligger till grund i den tolkning och analys som avser att besvara syftet.TEORI: Kompetens, Headhunting/Executive Search, Taylorism, Fayolism. Slutsatser: Denna studie är avsedd att utreda om management är ett generellt yrke som går att tillämpa oavsett organisation och bransch eller om det är ett yrke som kräver anpassning efter specifika organisationer och branscher. Svaret på denna fråga går ej att generalisera i stort baserat på denna studie, då det är väldigt beroende på chefsnivå, storlek på företag och bransch. Oberoende av företagets storlek dominerar Taylors principer på lägre chefspositioner medan Fayols principer dominerar på högre nivåer. Övergången varierar även mellan Taylor och Fayol beroende på företagets storlek, där övergången sker på högre nivå i små företag och på lägre nivå i stora företag. / Background: Karin Holmblad Brunsson, a scientist at Uppsala University, has through her research investigated differences between Frederick Winslow Taylor and Henri Fayols research regarding management. Her conclusion is that there is a gap between theory and practice in their views of management. With basis in this research we want to investigate this gap by looking into which competence that is asked for when headhunting managers. Purpose: Our purpose with this study is with help by interviewing headhunters to investigate whether there is the theories of Taylor or Fayol that dominates the management team. Methodology: Interviews with headhunters have been done to collect data with a deductive approach and structured surveys. This data is the foundation of our analysis whose purpose is to answer our question. Theory: Competence, Headhunting/Executive Search, Taylorism, Fayolism. Conclusion: The primary goal with this study is to investigate whether management is applicable in a general manner in every organization or if management requires special and for the organization specific knowledge. There is a quite complex answer to this question when it is depending on which type of organization, organization size, line of business and level of management. Taylors principles of scientific management is dominating the managerial work in lower levels of the hierarchy while Fayols general principles of management is dominating in higher levels of management. The changeover between Taylor and Fayol varies depending on the company size where the transition occurs in an earlier stage in big organizations while this happens later in smaller organizations.

The theoretical part of this thesis describes internal and external ways that can be of use while appointing employees. The thesis is focused on using direct systematic search (Executive Search) in the environment of consulting company CSP Partners Ltd. and its aim is to show the specific features of this method usually used to appoint specialists or managers. Commercial and executive processes of the company are depicted within the text. Using analytical tools this thesis examines the whole HR consulting industry in the context of Czech labor market. Historical development and recent trends are included, ethical dimension as well as motivation of candidates approached using this method are described as well. Many practical notes are involved and the final part describes one of CSP Partners' Ltd. projects in detail.

In the following essay, we examine how recruitment consultants avoid and prevent recruiting toxic leadership. To investigate this topic, a qualitative study was applied, where five recruitment consultants were interviewed in order to tell us about their experiences on the subject. These experiences were discussed and we noted that it is in certain parts of the recruitment process, where characteristics and behaviours are being dealt with, that are essential for our recruitment consultants to help them avoid toxic leadership. We compiled the empirical material in tables and could establish that some traits and behaviours that were repeated during the interviews are linked to toxic leadership. For example, when leaders are outspoken, mean and unsympathetic. These characteristics and behaviours can be distinguished by the recruitment consultants during the parts of the recruitment process called interviews, reference taking and testing. Furthermore, we discuss the recruitment consultants' perception regarding whether a leader is toxic or whether something toxic can be created depending on the context. From this discussion, we conclude that recruiters in the recruitment process find it easier to avoid something that is toxic rather than something that could possibly be toxic.

Thesis describes level of current use of internet within Advanced Search Technology and suggests further possibilities of internet tools involvement into the company business processes. Main target of the thesis is to monitor processes of current business model, to identify the tools used in them and define role of the tools for particular process. Thesis further analyses the use of these tools regarding current trends, company competitors and the data observed by questionaire sent to employees, candidates and competitors of Advanced Search Technology. Minor target is to find an innovative use of new tools or identify potential of use of the currently used tools. The thesis contains a proposal for networking platform within online communities Facebook and LinkedIn.

This thesis explores gender-related barriers in CEO successions. Only 4% of Fortune 500 CEOs are female despite the fact that women have held the majority of college degrees in the US since the late 1990's and now comprise almost half of the workforce and the majority of managerial positions. Their representation is low even in comparison to the other two top management positions from which CEOs are typically sourced. It is less than one-third of the percentage of both female executive officers (15%) and board directors (17%). A holistic and qualitative research approach was utilized. Data were gathered on societal, individual and organizational factors through one-on-one, semi-structured interviews with board directors, executive search consultants and female CEOs, and analyzed using computer-assisted coding software. This thesis challenges the perception that women's individual barriers are the main reason why there are so few female CEOs. While all three types of barriers were found, organizational barriers appear to be the most important. The convergence of predominately male board directors, CEOs and top executive search consultants with informal, subjective, secretive and disparate talent management and CEO successions programs effectively results in the CEO position being a better fit for men than women. While moderating factors were beneficial to the women who have become CEOs, many factors were found for why they cannot be relied upon to greatly increase the number of female CEOs. A deliberate and comprehensive effort by society, individuals and organizations is required.