Some silent time went by the last weeks without blog posts, because this is now more a creative and busy time for me, but you are right I owe you a short update what's going on with Mr. BREADHUNTER and his thoughts and ideas at the moment I am working on.
So after leaving Talentor and being back in march from my inspiring New York trip, there is now a time of fine tuning concerning new headhunting products and clients business needs.
I have checked also my facts & figures from the last 33 month at Talentor, where I had ca 1.268 video-calls out of 8.987 screenings with interesting boutique headhunting companies around the globe and I am glad, that I could bring during this time ca. 12 countries(9 partners) to Talentor and fulfill my sales goals extraordinary, but it was also very sad for me to see on the other hand, that 10 countries left the network for personnel reasons during this 33 month period.
Maybe you know it, how it feels being in the third line of a hierarchic company with many ideas, but you can't change and influence the strategy by your marked feedback, then it's mostly time to say good-by, instead of becoming a 9 - 5 worker without any passion and fire inside. This reason and the changing flags in the map on the website, led me in the end to the decision to leave Talentor in February 2017.
I learned a lot trough out my daily talks to many companies worldwide(which was a real sisyphos work, making 10 video calls per day for 3 years) and could expand my personal network, and this was a great experience. I also enjoyed the tool and innovation sessions I made during the Talentor Partner meetings twice a year, to bring new input and innovation headhunting tools to the international researchers and consultants which are great people! and who adopted my input very fast. (Hello Sweden, Hello Norway, Hello Romania, Hello Czech Republic ! :-) )
My conclusion: It's good to have partners around the world with the same mindset, quality and business ideas, but I am not sure, if a franchise model is a good business model for this headhunter industry of sharks, especially in times of a sharing culture, disruptive innovation, internet, easy information- and cultural-exchange.
My opinion: Global business networks are getting important, but if you are a business person with good contacts and friends, you can trust around the globe, you don't need a business network you pay for, because trust and friendship you can't buy and LOVE either. :-p
So, now back to April 2017.
At the moment I work on my personal headhunting optimization, because I think it's always good to review your own workflows every 2 years and implement new, more easy ways to your workflows. This will bring benefit to clients, companies and candidates. At the moment we do have the problem, that many people shout loud DIGITAL TRANSFORMATION, but work with tools and workflows from the 90ties and have no idea, what smart-working means, instead of marketing.
"As simple as possible" will be more relevant for us in these times of mass-information and social media overload, especially in daily business life. In headhunting it's more and more important to be efficient, because than you have more time for personnel talks with clients and candidates and therefore I like simplicity and good time saving business tools. A CRM system or ATS, where you have to click 50 times e.g. to bring a contact trough the process, filling in long forms into databases and make many clicks trough a system is not my choice of a software. I am happy to say, that my administration load is maximum 15%, so I do have 85% time for meetings clients, candidates and the sourcing.
I also do time tracking of all 7 relevant to do's since 5 years, which helps you also to optimize your offers and products for clients and candidates.
The experience from my last 18 years in executive search & headhunting, where I did also a lot of direct search and sourcing, showed me, that you need e.g. for a classical direct search, until you have maybe 5-10 candidates for the shortlist, at minimum 120 - 200 working hours. (This time is for social media search and classical direct search by cover stories together.) OK, there are lucky punches also in finding candidates via your personal network or project experience, but there are also a lot of hard specialist vacancies and executive search, where you need just this time to work successfully. This is also the reason, why sometimes only the research costs are around 12 k € to ensure a good research quality. So, be alert as a client, if you are looking for a candidate since 6 month and a headhunter promises you, he will find it in 2 weeks for a 4 k € fee.
It's important, "to screen people, not just applicant letters!" as a headhunter.
The research / sourcing has to be done well and costs a lot of money and working hours(a cake in the oven need also at least 45 - 60 minutes and is not ready in 10 minutes), but you can save money on doing the interview by yourself, because you have an HR intern, so why to pay double for the interview ?!
Finding the right candidate is the core of headhunting, not making the interview with a fitting candidate the research has found, but this is a sick system, which is tradition in headhunting, that the research did always the main work, but is on the deepest step of the headhunting food chain, another BIG Topic all recruiters have experienced. :-)
Another point is, that my partners and me never do more than 3-4 projects parallel, because the project will not move in a good quality. It's horrible, if you think about the mass recruiting companies worldwide, where employees work like robots on 25 projects parallel, which means 2 hours for each project per week, 15 minutes per candidate interviews, resume selling and placing humans just by skill and keyword matching, instead of human 2 human qualities and team match. It's the same difference in recruiting like with fast food and organic food, but from the first one, your company will get sick after a while or has 90% robotic employees, working from 9 - 5 without brain and passion.
This is also the reason, why I work on international projects with boutique headhunting companies, having 10 - 20 employees, working smart and fast, with a high quality level and no price dumping. We have to implement more Human 2 Human into recruiting and HR and make a step back to sustainability by hiring new employees, than burning employees by not-smart and inhuman workflows just for the profit.
Ok, a long article again, but a short update. Drop me a line if you have ideas, input or if you need a high quality partner on your side. It's great to have around 10 k #followers here on #LinkedIn and I really like your interaction, emails and discussions we had.
Greetings from Vienna and more real news in summer...
Mr. Breadhunter, the Headhunter > Thomas Zahlten
There were a long time no Talentor news, right ? But sometimes there is time for work and sometimes time for news (by the way, a lot of times in this sentence ;-) - ).
So, here comes new NEWS, what's going on @Talentor International in Vienna and globally: So there was a lot of new partner search, selection, video calls and meetings in 2016, to find the right and fitting partners around the globe.
Then there is a lot of increasing cross-border business, helping our clients in Europe and in China to fill their positions with the best candidates from the market.
In march my new book about headhunting with blog articles from the last 10 years was published, sorry in German only, but I promise, the next one, will be in english... I am proud to have sold more than 500 copies in 8 month, so there is an audience outside I didn't knew about yet. Thanx ! :-)
In September we had our annual partner summit in Bucarest, which is always a mixture of Future of Work Sessions and partying. Quite intense and effective, but also energy-sapping :-p.
Daniel Marwan, CEO and founder of ePunkt and mother of Talentor International, had a trip to Silicon Valley, just to have a look, if they doing right over there and to grap some inspiration for his IT Internet recruiting company (ePunkt), which is Nr. 1 in Austria in this field, with 105 employees at 4 locations and also to see some extras, which could be added to the eRecruiting Software, the 3rd branch of the grown ePunkt empire, which is established since 16 years on the Austrian recruiting market.
Then there were some conferences we joined this year e.g. sourcecon, HR Inside Summit and some others.
My personal role this year was to screen about 500 boutique headhunting companies around the globe, have video calls and see, which company would fit to the DNA of Talentor together with Michael Sarsteiner, CEO of Talentor. Out of this there is a new partner in the Netherlands, we've been talking to since 2 years and there are some more promising in the pipeline for this year in BeNeLux area, southeastern europe and the US.
Within the last 2 years I made around 800 Video Calls with companies worldwide, which learned me a lot about the global, fancy executive search market, because this was just 1/10 of the available headhunting companies worldwide, but in my personal opinion 9/10 are not so interesting and innovative to talk to. :-p (Yes, we are all cooking with the same water !)
This partner search felt sometimes like stealing Sisyphos his work(but someone has to do the job, right?! Greetings from the 3rd row :-p), but on the other side there was enough other inspiring work regarding new tools, innovation and leading my research team as well as preparation of the Talentor summits. So 2016 was definitely not boring and sometimes I am really surprised, that I am now working since 30 month at Talentor, which feels like 3 month.
Anyway, this was just a short update, you will get more news end of the year, together with facts, figures and numbers. Best regards from Vienna,
www.talentor.com / www.breadhunter.org / www.zahlten.blogspot.co.at
Time is running. I remember it like yesterday, when I joined Talentor International in June 2014 after doing 14 years headhunting and executive search in DACH area and internationally.
Talentor is an international headhunting network, operating now in 20 countries worldwide and was founted in 2003. In 2013 ePunkt, the biggest IT Recruiting company in Austria bought it and brought me on board for the innovation, it tools and the global partner acquisition.
Ok, this sounds good and important, but what exactly is my job there ?
As a headhunter and researcher, with experience in life science, private banking, manufacturing and the startup industry it was quite interesting for me to focus since june 2014 on boutique executive search companies and innovative recruiting companies worldwide, screen them, talk to them and bring some of the to the Talentor network.
My main tools were video calls and LinkedIn, to get an idea of the best and innovative recruiting companies worldwide, see similarities, but also new aspects and learn from them. In the end we have met arround 57 companies out of 876 I've talked to and 7.886 I've screened within the last 27 month.
(Good to have www.toggl.com to track your working hours and some other sales tools like: www.onepagecrm.com, www.todoist.com, www.slack.com , www.yesware.com and more - otherwise you can't handle such a volme easily.) :-)
Now, 2 years and some month later Talentor moved from 14 countries to 20 countries in Europe and Asia, and the US and other destinations are coming soon, because Michael Sarsteiner, Daniel Marwan and me have had several talks around the globe to find the right partners with a fitting DNA for our network. Headhunting and Executive Search is a business of Trust & Relations and therefore it's very importants for the partners to have the same DNA for an excellent collaboration accross borders. Most networks collapse because of wrong collaboration, no trust inside or no fitting partners.
Working with international and virtual teams and partners is challenging, but also colorfull in times of globalisation and I learnd a lot on my job, but also used it as an playground to test new IT tools, which makes your daily business more comfortable, your work smarter, which was the 2nd part of my jobdescription, a mixture of sales, innovation and operation. To work together with the global research teams of our partners, the backbone of each headhunter, made my position round and interesting, too.
My BREADHUNTER Blog is still alive, but only with relevant topics, twice a month and no HR blabla.
Recruiting is marketing as this article, so thanks for your time, I'll be back soon..., hopefully with no HR-Bullshit-Bingo. :-)
Best regards from Austria
headline pic source: http://www.istockphoto.com/video/smart-phone-connecting-people-of-the-world-global-network-3-gm495912338-78479469
In 2 weeks 2015 is gone, so let's have a short look to our latest activities here at Talentor.
Reno Consulting from China came on board of Talentor on 1st of December, which brings our network a big step into the asian market.
I am very happy, that I could bring 3 new partners and 7 countries together with Michael Sarsteiner, our CEO, to Talentor this year.
In 2015 I have screened arround 6.239 companies worldwide and we had further talks with 489, which let us in the end to 3 new partners (France, the Balkan Area & China) and 7 new countries.
Now we are around 175 consultants in 29 offices in 21 countries, besides ePunkt, which has 100 employees in Austria as the biggest IT-Recruiting Company there.
During my global search, it was very interesting to see and hear, how other headhunters worldwide work and discuss their ideas of headhunting in the web 3.0 age. There are a some good, innovative headhunters outside, people from my generation and +/- 15 years.
This is the time of networks now, a megatrend from the last 4 years, which reaches out sometimes different industries and business models.
Crowd Companies by Jeremiah Owyang has showed it to the marked 3 years ago and also Peter Hinssen got it, how important networks will be in near future.
I am glad to be part of this future trend since 19 month, working for Talentor, the new, international brand of ePunkt Internet Recruiting GmbH, founded by Daniel Marwan in 2000 in Austria.
Knowing old-boys-networks since my university time (2001), when I was 2 years part of a fraternity, drinking and fenceing, but without any business net-worth, but learnig something about the spirit of collaboration and partnership across cultures there in combination of my travels to middle -east during this time. Now at Talentor it's good to see, how a network will be build and grow to a global network. I really like that.
So, let's see, what the near future will bring to us and hopefully the world supremacy like Pinky and the Brain. :-) !
Have a good Christmas Time, see you next year fit and relaxed again here in this network or on the world-stage...
Thomas Zahlten, Vienna 19th of December 2015
Good Morning, dear LinkedIn colleagues and business partners.
So, it's time again for some best practice news from my daily work as an Partner Manager @Talentor since 16 month.
Finding new partners is one thing, but keeping them alive and proactive in an international network with cultural-, virtual- and collaborational - challenges is the other important thing, because after 6-12 month comes a feedback round back to you and it does not matter, if it's pro-active or if you have to ask for, in the end it's important to get it from satisfied customers.
Getting feedback and see, where you stand , is important in differents stages of your business, job, relationship and also a network, because reality and the product sometimes drift away or does not fit perfect together. So it's important to talk about and do 'fine Tuning' after that, so that all people will be back in the boat again and not get lost in the ocean of global opportunities.
At Talentor we discuss this things very openly at every partner meeting, what we can adopt or have to change to have a better business match for all. Reviews, Action Plans, Tasks, Milestones and the 'latest news' are very important for that, if you want to move something and build an active network, which is not just a website and a logo, meeting twice a year for drinks and party. But, it's also important at any stage and time, to engage people, motivate them and give them a view to new changes in business as well as in collaboration and tools.
Especially during daily business most business partners do not have the time and mood for observation of new business trends and tools, which will make their daily live easier or disrupt it in one day.
Commitment and an pro-active inner drive is also important, if you want secceed in international business accross different cultures and timezones.
By leading and engageing virtual teams I learnd a lot the last 3 years, but also during my middle eastern science studies in Teheran, Cairo, Istanbul and London about cultural diversity.
In the end we are all human beings, but with a different approach for doing business, communication and fullfilling our tasks. It's also not easy to find time for video calls and personal meetings during the year on daily business, especially, if you are an entrepreneur and have to run your business, but I think the commitment with other partnes gives you the energy and inspiration to find this time.
And last, but not least, it's similar to the EU or United Nations, where people from all over the world are coming together to talk and move something.
There are show offs, there are Kings and Queens, Clowns and brave workers, Cats, Dogs and sometimes Aliens - a potpourri of human beings in such a group.
This is great ! :-)
This diversity is quite important for the EU and also a network, but sometimes you have to fight for acceptance and peace within such environments.
Everybody wants to be an important part of the "Big Thing" and plays his role as good as he knows it. It's members want to be loved and honored for what they do and bring in. For me it's quite interesting during this refugee-war-crisis, how similar international politics and EU challanges are to international business and networks. I think networks and multinational companies do have the same challenges during these days, than Angela Merkel, Victor Orban and David Cameron. It's all about power, information, being clear-sighted, success, lobbyism and many other factors entering this meta-level.(sounds trendy, hm?)
With small steps, listening and talking to eachother, respect, engagement, innovation and doing our homework with respect I think it can work to manage challenges in the EU now and also in international business.
So let's start, to build a better world and business network now, with commitment, trust and pro-active engagement!
Best regards from Vienna in September 2015,
To get a better idea of Talentor & my work here, I want to explain, how Partner Acquisition will work and what are my personal expectations for finding strong partners arround the globe.
The situation, some difficulties and solutions:
1. On the on hand you want to build a strong & innovative network with cool business people,
on the other hand you want to be cost saving and earn some money.
2. Strong & good partners sometimes do not need a network, because they do have their own
grown network since years and they do have mojo. So how to attract them ?
3. You easily get weak partners, which do have a rubbish website and expect sales volume by joining a network, but if you think about sustainability, thats the wrong way. This partners
are just good for a fast growing & fast sellling business concept.
4. Networks are a lot in this work and many are just a logo, a website and a high membership
fee for showing off 2 times per year at the partner meetings.
So what makes the difference ?
After 14 month at Talentor and 24 month of studying networks around the globe, I believe in these recipe for growing a top network. You need:
1. Cultural diversity & tolerance & respect
2. Ambitious business people, which are result & solution driven
3. Rethink old workflows & be always up to date with new technology
4. The Marketing comes from inside, if you are up to date in workflows & innovative.
We all do have business relations all over the worls and many LinkedIn connections, but mostly we do only use a few. In a network, where you pay a small amount for it's management, you get inspiration and also contact to selected people, which are commited to move something.
So in the end you just pay for a good management and save time as a company, having an inhouse innovation manager & change manager, who will do this job for you. You pay for entertainment and inspiration, but the business results must come from your team and your ability to use the network for you.
A top network shines from within by it's inspirational members and not just by the management.
We are just the TV broadcast station, but you as a partner, you are the consumer, customer and proactive member, the arms and legs of the body, who will support the brain in moving.
How to find the right partners ?
Finding the right, fitting partners has to do something with Experience, Innovation, Internationality & Professionality. That's why this job fits perfect to my resume.
I am in headhunting since 16 years now, I learnd it from beginning as a researcher and i like the integral approach in headhunting, which means doing the whole process by one consultant. From Sales, via research to Internviews and contracting. This shows the real profession, but I would say, just 30% of the headhunters work so. In Executive Search it's common to accompany clients & candidates from first moment, recruiting is more fast food in this case.
Anyway, for finding the right partners, you ned to know the headhunting business very well, you ned a lot of international relations and you must have the thinking, that you never learnd enough, to rethink old workflows and technology, which is important for a network. So here are some criteria for a network partner selection:
· You need partners with mojo, which are top in their profession
· Their website should be not 90ties style and they should know, when to wear Smoking and
when Poloshirt, because they need both.
· They should be self driven entrepreneurs, solving tasks & delivering results in business.
· They should be open minded to international people & new workflows.
· They know, how to adopt fast and select the unuseful from the useful.
· They like to work hard & party hard.
· They are teamplayers & get things done.
· They believe in a better world.
To find this DNA in a company and it's people is challenging and takes time, but if you think sustainable into the future, it's worth. I believe, that the times of lucky punshes and exploitation like in the 90ties and 2000 years is coming to and end and people crave for quality and excellence.
- You get, what you pay for !
by Thomas Zahlten, Vienna 29th of July 2015
Networks are a lot in this world and “The network always wins”, Peter Hinssen told us 3 month ago.
Yes, we are on it to build a new trend, which will be more and more important to companies, not only in the headhunting & hr industry, it also will be relevant for all other international corporates, as Jeremiyah Owyang told us with his model of the Collaborative Economy in December 2014 in Paris at Le Web conference.
I joined Talentor in June 2014, when Michael Sarsteiner, Sabine Steiner & Daniel Marwan from ePunkt company were on it since January 2013 to restructure a network of headhunters, which was established in 2003 in Finnland.
We had in 2014 a rubbish website, which looks like a generic multi-level-marketing consulting homepage from 2004, a good start to convince new partners about our innovational approach.
If you want to build an innovative and new network in a competitive industry, you need experience, knowledge of the market, trust and an feeling for trends, but also for people.
New partners must have the same DNA, we do have in our group and this is not easy to find around the globe in a show off industry, but we are on a good way I think.
For a network it’s important, that you have a good mixture of experienced people, who are up to date with trends, but also people who are salesmen. If this all fits together like gear wheels in a watch, you will have the perfect business model.
Cultural diversity and monthly goals are also important, which has to be managed and coordinated, but this is also, what the Talentor Partners are paying for with their annual membership fee, which is just a management fee to cover all costs, but not a fee to make us millionaires.
Show-off-networks from the past (late 90ties), just have collected money from it’s members, provided a website & a logo, plus 2 annual dinner-meetings and created so a very lucrative business for the founders, but not for it's members.
We at Talentor stand for the new generation of headhunters, knowing the oldschool-business, but also startup-culture and innovation to mix it to something new, described by Peter Hinssen, Peter Thiel and Jeremiyah Owyang and many other Silicon Valley entrepreneurs.
If you join a network, just to increase your sales volume and expect leads from the headquarter, you are wrong, but if you understand your profession, headhunting is apassion for you and you are a strong BUsiness-partner searching for international exchange, innovation and partnership to serve your clients in a better way, than you might be the right person to join our network.
You must have mojo, as Austin Powers would say, and you need the same DNA than us.
Please contact me, if you want to learn more about Talentor and let’s have a Video Call and a personal discussion to find out, if we do have the same DNA to build a future network of international professionals worldwide.
Greetings from Vienna !
Thomas Zahlten, Partner Manager @Talentor International
Mobile: 0043 664 60405611
Read here, how to become a partner.
Picture source: http://tomun.eu/mun/
Dear Friends and Business Partners around the globe,
Now, before the summer break, it’s time to review my activities from the last 12 month at Talentoras a Partner Manager. I could imagine also, that some of you are interested, what a Partner Manager is about ? Managing Partners ? Hm, interesting, 10 Points, good bye.
Ok, so the reason, why I took the chance to move as a BREADHUNTER to Talentor one year before, was, that I could bring in my 16 years experience in headhunting & executive search industry to an international grown headhunter network, operating in 19 countries at the moment with 175 consultants, which are on the other side all entrepreneurs with their own established business.
On the other hand it’s because I like research and new tools, which make our job faster and more efficient. So 75% of my job was / is evaluation & acquisition of new Talentor Partners arround the globe, which fit to our philosophy, mindset and workflows. The other 25% were spent to new tool evaluation and trainings as well as research bootcamps to get our international researchers ready for 2020 (the millenial thing).
The last 12 month I was evaluating arrount 4.200 headhunting companies in 12 countries and out of this we were with 50 in closer talks, which let us to 5 new partners and some others hopefully in the next weeks.
Networks there are a lot outside since 40 years of headhunting business, but many of them are just a logo, a website with an expensive membership fee, pretending being commited and innovational, but not in reality.
We at Talentor try to be different from oldschool 90ties consultancy and after 1 year I can say:
"Yes, we are !"
Our consultants are from diverse industries and generations, we meet 2-3 times per years for a longer weekend summit, we do have twice a month Video Calls for sales meetings and exchange and we try develop disruptive workflows with the combination of innovation & classical headhuntiung experience e.g. Direct Search.
In times of global HR department centralisation, it has become more and more important for our industry, to have a partner, you can rely in every country of the world, but also same KPI's & workflows to succeed.
Yes, some of you will have loose connections and LinkedIn friends, but it’s a difference to be commited by 1 brand with a common ATS (eRecruiter), workflows & tools, than just knowing somebody somewhere who could help maybe.
There is a long way, to conquer the world, but we work on this step by step and the last 12 month we were quite successfull for us I think.
Talentors origin is in Finnland, were it was found in 2003, but than in 2013 bought by the ePunktcompany, the Nr. 1 IT Recruiting company in Austria, created by Daniel Marwan 15 years ago.
Now the last 2 years we did a lot of restructuring concerning processes, workflows, integrations and also the new website was created by our Marketing Department, which is now fresh and up-to-date and not looking as an multi-level-marketing-dentist-homepage with generic pictures.
Please feel free to contact me via LinkedIn or eMail, if you want to know more about our network, become a partner in one of the countries we are not active at the moment or just need support in international headhunting projects.
Best regards from Vienna in June 2015