客戶公司次用獵頭，覺得獵頭公司“暴利”是有一定道理的：來了一個人，談了兩個多小時，了一個人，安排了一個面試，居然要收費近15萬！在非常重視節(jié)省成本的民營制造業(yè)老板看來，獵頭服務(wù)除了花了點時間聊了個天之外，幾乎沒有什么成本，而利潤卻堪比販毒。經(jīng)過很多周折，總算讓客戶接受了獵頭顧問的道理：“聊天不一定值錢，但有能力找到合適的人，用合適的方法聊天才值錢”！服務(wù)費勉強如數(shù)收回，但因此事而激發(fā)的關(guān)于獵頭的“暴利與成本”的思考卻從未停止……

　　The client's company used headhunting for the first time and felt that the headhunting company's "huge profits" were reasonable: a person came, talked for more than two hours, recommended a person, arranged an interview, and surprisingly charged nearly 150000 yuan! In the eyes of private manufacturing bosses who attach great importance to cost saving, headhunting services have almost no cost except for spending some time chatting, while profits are comparable to drug trafficking. After many twists and turns, the client finally accepted the headhunting consultant's advice: "Chatting may not be valuable, but having the ability to find the right person and chat in the right way is valuable! The service fee was barely recovered in the end, but the thinking about the "huge profits and costs" of headhunting sparked by this incident never stopped

　　暴利背后的“積累”成本

　　The "accumulation" cost behind the huge profits

　　在某個具體的成功客戶委托上，獵頭顧問的工作通常表現(xiàn)為：找了個人，聊了個天，做個，跟進一下……然后收費幾萬，十幾萬，幾十萬，甚上百萬；如果把獵頭的成本聚焦在實際成功的候選人身上，自然會形成獵頭“暴利”的錯覺。這樣的錯覺源自于忽略了獵頭的積累成本：花大量的時間接觸，了解數(shù)量龐大的潛在候選人，跟他們建立聯(lián)系并維護關(guān)系，研究了解行業(yè)的相關(guān)動態(tài)。只有建立在這些積累的基礎(chǔ)上，獵頭才能持續(xù)出成功的候選人，而積累是要花費巨大成本的，當我們把這些積累成本攤?cè)朊總€成功的委托之后，獵頭“暴利”的錯覺自然會消失。

　　On a specific successful client commission, the job of a headhunting consultant usually involves finding someone, chatting for a day, making a recommendation, following up... and then charging tens of thousands, tens of thousands, hundreds of thousands, or even millions; If the cost of headhunting is focused on the actual successful candidates recommended, it will naturally create the illusion of headhunting's "huge profits". This illusion stems from neglecting the accumulation cost of headhunting: spending a lot of time in contact, understanding a large number of potential candidates, establishing connections and maintaining relationships with them, and researching and understanding relevant industry trends. Only by building on these accumulated foundations can headhunters continue to recommend successful candidates, and accumulation comes at a huge cost. When we spread these accumulated costs across every successful commission, the illusion of headhunters' "huge profits" will naturally disappear.

　　必要的“浪費”成本

　　Necessary 'waste' costs

　　由于供需關(guān)系博弈格局的變化，在獵頭服務(wù)中，按過程收費的預付費業(yè)務(wù)的比例越來越少，有結(jié)果才付費的后付費比例越來越高。這樣的變化，表面上看獵頭顧問獲取客戶委托的成本大幅降低，但綜合成本卻會大幅上升，因為關(guān)單率（=成功的單子÷總單量）會大幅下降。盡管顧問的能力高低、客戶關(guān)系的深淺等會導致各間公司的關(guān)單率差異很大，但在后付費模式下，客戶可以接近零成本地使用獵頭服務(wù)，會從總體上導致關(guān)單率整體下降極大。對于大部分顧問而言，每月有十個單子做不難，保持每月成一個以上的單子卻不容易。在關(guān)單率較低的背景下，大部分客戶的單子是在“害”你，每一個新的單子，以此單成敗的視角，大概率地是在浪費你的時間精力，增加你的機會成本；但浪費又是必要的，你不嘗試，就沒有成單的機會。那些浪費的機會成本，也只能通過成功單子的服務(wù)費來分攤，這樣計算，做獵頭的成本其實不低的。

　　Due to changes in the game pattern of supply and demand, the proportion of prepaid services that are charged according to the process is decreasing in headhunting services, while the proportion of postpaid services that are paid only after the results are increasing. This change may appear to significantly reduce the cost of headhunting consultants obtaining client commissions on the surface, but the overall cost will increase significantly because the closure rate (=successful orders ÷ total order volume) will decrease significantly. Although the ability of consultants and the depth of client relationships can lead to significant differences in the closing rate between companies, in the postpaid model, clients can use headhunting services at almost zero cost, which will result in a significant overall decrease in the closing rate. For most consultants, having ten orders per month is not difficult, but maintaining more than one order per month is not easy. In the context of low closure rates, most customers' orders are "harming" you. From the perspective of success or failure of each new order, it is highly likely to waste your time and energy, and increase your opportunity cost; But waste is also necessary, if you don't try, there will be no chance of success. The wasted opportunity costs can only be shared through the service fees of successful orders, so the cost of being a headhunter is actually not low.

　　贏者通吃的“陪跑”成本

　　The winner takes all "running" cost

　　有結(jié)果才付費的做法，有利于客戶一單多放，在多間獵頭公司的競爭中獲益；同一個單子，極端的情況下，客戶有可能放給10間以上的獵頭公司，有15個以上的獵頭顧問同時在做。成功之前，客戶大體上是不用承擔成本的。但15個顧問工作，是要有工資、社保、福利等人工成本以及房租、水、電、通訊等營運成本的，博弈的結(jié)果，是獵頭供應(yīng)商先承擔了成本的風險而已。15個顧問可能上100個人選（據(jù)說有些大廠，獵頭100人，只聘用1人的情況時有發(fā)生），15個顧問，100個候選人中，終只有1個顧問的1個候選人成單。服務(wù)費贏家通吃，服務(wù)費減去贏家的成本，剩余應(yīng)該較多；但服務(wù)費減去15人的總成本，是否還有盈余就不一定了。如果把獵頭公司之間由于競爭而發(fā)生的彼此“陪跑”成本整體考慮， 獵頭業(yè)務(wù)被誤解為“暴利”，實在是冤屈。

　　The practice of paying only after receiving results is beneficial for clients to place multiple orders and benefit from competition among multiple headhunting companies; In extreme cases, the same order may be assigned to more than 10 headhunting companies with 15 or more headhunting consultants working simultaneously. Before success, customers generally do not have to bear the cost. But for 15 consultant jobs, there are labor costs such as wages, social security, and benefits, as well as operating costs such as rent, water, electricity, and communication. The result of the game is that the headhunting supplier bears the cost risk first. 15 consultants may recommend up to 100 candidates (it is said that in some large companies, headhunters recommend 100 candidates but only hire 1). Among 15 consultants and 100 candidates, only 1 candidate from 1 consultant ultimately becomes a candidate. The winner takes all in the service fee. Subtracting the cost of the winner from the service fee should result in a larger surplus; But whether there is still a surplus after deducting the total cost of 15 people from the service fee is uncertain. If we consider the overall cost of "accompanying each other" among headhunting companies due to competition, it is unfair to misunderstand headhunting business as "huge profits".

　　“高” 收益與獵頭顧問的長期職業(yè)發(fā)展的“機會”成本

　　The 'opportunity' cost of long-term career development between high returns and headhunting consultants

　　約20年前，我在英國讀過一篇法國人寫的關(guān)于獵頭顧問的收入調(diào)研。調(diào)研發(fā)現(xiàn)：兩個綜合素質(zhì)相當?shù)娜?，總體來說，在獵頭公司工作的那位收入會更高。為何如此？調(diào)研的基本結(jié)論是：獵頭顧問的高收入才能對沖獵頭職業(yè)的機會成本；因為，10年后，單純的獵頭經(jīng)驗很難支持一個人較快的轉(zhuǎn)型到企業(yè)的中高層管理職位，相對而言，有企業(yè)中高層管理經(jīng)驗的人轉(zhuǎn)型來做獵頭的難度就低很多。雖然，這是20年前法國人的調(diào)研，對當下的獵頭市場也有一定的適用性：在按結(jié)果（而非資歷）取酬的獵頭業(yè)務(wù)上，職場經(jīng)驗很少但綜合素質(zhì)高的有拼勁的年輕人，收入極大概率會比去企業(yè)要高。但這樣的高，一定程度上也是以將來的“職業(yè)適應(yīng)性縮窄”為機會成本達成的。如果再把這一層職業(yè)機會成本考慮進去，獵頭業(yè)務(wù)有可能只是微利行業(yè)了。

　　About 20 years ago, I read a survey on the income of headhunting consultants written by the French in the UK. Research has found that for two individuals with comparable overall qualities, the one working in a headhunting company generally has a higher income. Why is that so? The basic conclusion of the research is that high income from headhunting consultants can offset the opportunity cost of the headhunting profession; Because in 10 years, simple headhunting experience will be difficult to support a person's rapid transition to a mid to senior management position in a company. Relatively speaking, the difficulty of someone with mid to senior management experience in a company transitioning to become a headhunter will be much lower. Although this is a French survey 20 years ago, it also has certain applicability to the current Chinese headhunting market: in the headhunting business that is paid by results (rather than seniority), young people with little experience in the workplace but high comprehensive quality who are hardworking will have a greater probability of income than those who go to enterprises. But such a high level is also achieved to some extent through the opportunity cost of future 'narrowing of career adaptability'. If we take into account the opportunity cost of this level of career, the headhunting business may only be a low profit industry.

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