The Construction And Application Research Of Competency Model Of Headhunter Consultant In C Company

With the entering of the second decade of the 21 st century,people are more and more deeply aware of the importance of education,knowledge and intellectuals for the promotion of commodity added value,enterprise competitiveness and even national competitiveness,which is the change brought about by the "new era of knowledge economy".The high-end talent search industry,also known as the headhunting industry,as an imported product introduced into China in the 1990 s and originated in the United States in the 1980 s,has always been on the cusp of enterprise resources and human resources.In China,with the advent of the era of knowledge-based economy and the localization of foreign-funded companies,as well as the reform and restructuring of management of domestic enterprises in recent years,enterprises pay more and more attention to the scarcity of talent and the competition for talent resources will be the most important resource competition between enterprises and countries.Headhunting consultants are the best media between enterprises and talents: headhunting industry is the branch of human resources management niche differentiation.It can not only quickly,efficiently and accurately lock in talents through effective communication with enterprises,and strive for the first time and talent docking for enterprises,but also more importantly,headhunting companies can use professional skills to carry out ability skills and labor for talents.The relevant evaluation of experience,psychological quality and even matching corporate culture saves a lot of manpower and time costs for enterprises,and also provides a guarantee for the key positions of enterprises to find suitable talents.However,the academic research results of consulting industry and headhunting consultant are not good enough,which is far from the market scale and development trend of headhunting industry.This paper hopes to extract the key competency indicators of C company's head-hunting consultants by selecting C company's head-hunting consultants as the research object,using the methods of literature review,job analysis,behavioral event interviews and questionnaire,extract the indicators,test the reliability,validity and factor analysis,and construct the theoretical model of C company's head-hunting consultants' competency.This is the case.On this basis,through the analytic hierarchy process,the paper assigns weight to the competency model indicators of C company's headhunter consultants,and tries to analyze and apply the relevant human resources modules such as recruitment,selection,performance appraisal,organizational training,salary management and so on under the competency model.Firstly,through the understanding of the general situation of C company,this study interviewed the headhunting consultants with the relevant persons on the evaluation of the current competency quality,analyzed the problems existing in the competency quality of C company headhunting consultants and the possible reasons for this problem,and put forward the necessity of establishing a competency model for the company headhunting consultants.The first step of this study is to use three research methods to summarize and obtain the competency indicators of excellent headhunting consultants.Firstly,based on the existing literature,the research results of competency quality of consulting companies,consultants,headhunter consultants are sorted out,refined,summarized and summarized;secondly,based on job analysis and job responsibilities of headhunter consultants,the required competency quality is obtained and summarized;thirdly,based on behavioral event interviews,distinguishing excellent performance from general performance headhunter consultants.Competence quality,encoding the results of behavioral event interviews,and integrating the competency quality indicators of head-hunting consultants suitable for C company.To sum up,the preliminary competency indicators of C company's headhunting consultants are obtained.In the second step,the preliminary indicators are designed as questionnaires,and the reliability and validity of the valid questionnaires are tested by SPSS23.0 software.At the same time,the factors of the questionnaires are analyzed.On this basis,the final competency characteristics are selected.The third step is to integrate the competency quality characteristics and classify them into dimensions.The weights of the quality indicators of the first and second dimensions are calculated by analytic hierarchy process.Firstly,through the discussion and analysis of the expert group,the judgment matrix of the first-level dimension quality index is constructed;then,the standard judgment matrix of the first-level dimension quality index is calculated by the standard column averaging method,and the weight assignment of the first-level dimension quality index is obtained;finally,the rationality of the first-level dimension quality index is verified by the consistency test.The method of determining the weight of the quality indicators of the second dimension,such as the first dimension.Combining the weights of the two,we get the comprehensive weights of the specific competency indicators of C company's headhunting consultants,and then construct the competency model of C company's headhunting consultants.At the end of this study,the competency model of C company's headhunter consultants is briefly summarized.Combining with competency model,this paper gives specific suggestions on the improvement of recruitment and selection process,the pre-investigation of training system,the rationality of performance management and salary management,and the factual basis of fairness,and puts forward that the model still needs to be revised and perfected in the practical application process.Based on the comprehensive application of a series of research methods,this study aims to construct a competency model of C company's headhunting consultants,to assistant with the company standardize management,to improve the possible employment contradiction between the company and headhunting consultants,and then provide theoretical basis to better promote the company's long-term development and strategic realization.